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Rutendo Gwatidzo-Changing Perspectives
A few years ago, a highly skilled employee quietly handed in her resignation after only seven months with the organisation.
Her performance had been exceptional. She was respected by clients and admired by colleagues.
Management had already set their mind to make her the next managing director because the value addition that she had contributed in those seven months was huge.
But, suddenly she resigned. Naturally, management assumed she had received a better financial offer elsewhere. They tried to increase her package but, to no avail.
During the exit interview, is when the truth surfaced. She had not left because of salary or career progression.
She had left because of the daily environment subtle sarcasm from a supervisor, dismissive comments during meetings, colleagues who undermined one another to gain favour, and a culture where gossip travelled faster than appreciation.
Individually, these incidents seemed small.
But collectively, they created an atmosphere that made coming to work emotionally exhausting.
Organisational Status
A significant number of organisations tolerate toxic working environments without realizing its impact. Such situations occur far more often than organisations are willing to acknowledge. Toxic workplace behaviour rarely announces itself loudly. Instead, it quietly erodes morale, productivity, and trust until the damage becomes impossible to ignore.
The Culture That No
Policy Can Fix
Most organisations invest heavily in strategy, systems, and performance targets. Yet one factor continues to determine whether these investments succeed or fail – workplace culture. Toxic behaviour often hides behind everyday interactions like constant criticism, favouritism, exclusion, gossip, intimidation, or subtle disrespect. Because these behaviours may not violate formal policies, they are sometimes tolerated or ignored. However, culture is not shaped by what is written in policy manuals. It is shaped by what leaders allow.
When toxic behaviour goes unchallenged, it sends a clear message that results matter more than respect. As leadership expert Peter Drucker famously observed, “Culture eats strategy for breakfast.” Even the most brilliant strategy cannot thrive in a toxic environment.
The Hidden Financial Impact
Organisations often underestimate the financial cost of toxic workplace behaviour. While it may appear to be a “soft” issue, the consequences are tangible and measurable. In many cases, organisations only recognise the cost when their most capable people begin to leave. Sadly, By then, the damage would have already begun to spread.
The Leadership Responsibility
Toxic behaviour rarely survives in environments where leadership is intentional about culture. Leaders set the tone through both action and silence. When leaders confront disrespectful behaviour early, they protect the integrity of the workplace. When they ignore it, they inadvertently give it permission to grow. Addressing toxicity requires more than occasional reminders about professionalism. It requires consistent leadership courage.
Leaders must be willing to have difficult conversations, enforce behavioural standards fairly, and hold even high performers accountable when their conduct undermines team cohesion. Leadership is hard, good leadership even harder because you sometimes get to publicly reprimand even your most wanted team members, for a greater good though because people will only follow leaders who create environments where dignity and respect are protected.
The good news is that workplace cultures can change when organisations take intentional steps.
Creating a healthy work environment requires clear behavioural expectations that go beyond technical performance. Leaders who model respect and accountability in daily interactions. Safe channels for employees to raise concerns without fear of retaliation. Recognition of positive workplace behaviour, not just results, just to mention a few.
The Leadership Legacy
Every workplace tells a story. Some stories are about collaboration, trust, and shared success. Others are about silent frustration and unspoken tension. The bottom line is that, Ultimately, leaders determine which story will be told.
Toxic workplace behaviour may seem small in isolated moments, but its cumulative effect is profound. The most effective leaders understand that performance and culture are not competing priorities. They are just two sides of one coin. When leaders actively protect a culture of respect, they do more than prevent toxicity. They create workplaces where people are not merely employed, but genuinely empowered to contribute their best.
During this women’s month. Though men alike do contribute also towards toxic workplaces, I would like to specifically target my fellow women.
As you go to your workplace every time, own the vibe you want to create. Walk into that workplace like you own the place, and make space for others to thrive too. Set boundaries, redirect toxic conversations, and focus on moving towards shared wins. Constantly choose growth and that’s how we shift culture and create a workplace where everyone wins.
Rutendo Gwatidzo is a human capital executive and managing consultant at The HUB HR Consultancy. She is a multi-Award winning leader, transformational speaker and coach. She is also the author of Born to Fight and Breaking the Silence books. Contact details – 0714575805/ [email protected] / Rutendo Gwatidzo_Official FB public page.
