Unfortunately. it is not rare that Toxic People occupy key positions in an organization.
The challenge for an organization is that the cost of it is Extremely High.
Some studies suggest that about 50% of good people leave the organization because of toxic leaders and toxic higher-ups
The mistake most organizations make is trying to “fix people.”
The smarter approach is to fix behaviours, systems, and consequences.
Here’s a 4-phase, realistic plan that actually works.
Phase 1: Identify & Name the Toxic Behaviours (Weeks 1–4)
Before correcting anything, the organization must get specific.
Identify 5–6 non-negotiable toxic behaviours, for example:
- Public humiliation
- Retaliation against dissent
- Credit theft
- Undermining peers or teams
- Bullying or intimidation
- Passive aggression masked as “feedback”
The goal is not to name people —
it’s to name behaviours clearly and objectively. This makes people who are surviving using these behaviour traits feel that they are under the scanner
What gets named gets addressed.
Phase 2: Organization-Wide Behaviour Campaign (2–3 Months)
This is where most companies fail — they send one email and move on.
Instead, actively campaign:
- What behaviours are not tolerated
- The cost of these behaviours (attrition, fear, low performance, politics)
- The benefits of removing them (trust, speed, accountability, collaboration)
- How important is it for the organization to get rid of such behvaiors
Repeat this across townhalls, leadership meetings, manager conversations, and internal communication.
Clarity + repetition changes norms.
Phase 3: Make It Part of Ongoing Feedback (Continuous)
Toxic behaviour must be addressed in real time, not annually.
Every people manager should:
- Call out behaviour (not personality)
- Give direct, specific feedback
- Document patterns, not one-off incidents
Silence is interpreted as approval.
Phase 4: Link Behaviour to Performance & Appraisals
This is the final and most important step.
If toxic behaviour doesn’t affect appraisals, promotions, or rewards —
the culture message is fake.
Make behaviour a measurable performance criterion.
High performance with toxic behaviour should no longer be rewarded.
Final Thought
You don’t eliminate toxicity by being kind.
You eliminate it by being clear, consistent, and courageous.
Culture is not what you say you value.
It’s what you tolerate — and what you penalize.