A clear disconnect is occurring at organizations across the U.S. when it comes to employee satisfaction, according to a new study released by Fierce, Inc., leadership development and training experts. The survey found that four out of five employees believe a toxic employee is extremely debilitating to team morale, while the same number agreed that their organizations are somewhat or extremely tolerant of these individuals

5. Do you know one of these characters?
1. Debbie Downer
2. Negative Ned
3. Debilitating Dave
4. Loud Lucy
5. Stale Stan
the toxic employee

6. What impact do they
have on the workplace?
what do you think?

7. survey
results

8. survey results

9. The day this
person left our
company is
considered an
annual holiday!
– anonymous
Great vision
without great
people is
irrelevant.
– Jim Collins

11. “63 percent of employees are
unengaged and 24 percent are actively
disengaged making up 87 percent of the
global workforce.”
— Gallup
factor #1:
disengaged

12. factor #2:
overworked
“42 percent of working adults
are willing to give up some percentage of
their salary for more flexibility at work.”
— Business News Daily

13. “80% of workers feel stress on the job
and nearly half say they need help
learning how to manage stress. 29% of
employees have yelled at co-workers
because of workplace stress.”
— NIOSH National Institute for
Occupational Safety & Health
factor #3:
stress

14. factor #4:
undervalued
“According to The Six Key Trends That
Increase Employee Productivity and
Engagement, 98% of respondents believe
exploring other points of view improved
decisions, yet only 49% felt their
organizations encouraged them to do so.”
— Fierce, Inc.

15. What trend do you see the most?
1. Disengaged
2. Overworked
3. Stressed
4. Undervalued
what do you think?

17. Take
Responsibility
for Your
Emotional Wake
tools & ideas:
principle #6

18. 1. Feedback: Give and receive feedback on
the spot to create awareness
2. Confrontation: Deeper conversation to
create behavior change
tools & ideas:
conversations

19. How do you feel about giving
constructive feedback?
feedback-o-meter:
giving
1
2
3
4
5

20. How do you feel about receiving
constructive feedback?
feedback-o-meter:
receiving
1
2
3
4
5

21. Everyone wants it,
most people don’t
know how to give it.
tools & ideas:
feedback

22. feedback vs. confrontation
It’s never happened
before and I don’t
think they were
aware they did that.
There is a pattern of
similar behavior, I’ve
said something and
nothing is changing
or it is not changing
quickly enough.

23. feedback vs. confrontation
They did a great thing
and I want to make
sure they know how
impactful it was for
me, the team, the
organization.
They did something
that is troublesome
to me, or the team,
or the organization
and it really shouldn’t
happen again.

24. feedback vs. confrontation
I see a pattern
that could become
a problem later on
for the person and feel
compelled to share it
with them so that they
have an opportunity to
course correct.
The individual has
done something and
once is too much.

25. feedback vs. confrontation
Happened once—
not necessarily an
expectation they
change, but rather I
want to make sure they
see it from my
perspective.
Keeps happening and
now is affecting our
relationship, ability to
work effectively
together, and/or our
results.

26. feedback vs. confrontation
A mistake was made
and it’s important to
share insights on what
could have been done
better.
Mistakes keep being
made and there is an
underlying issue that
needs to be corrected
to prevent further,
unanticipated
mistakes.

27. tools & ideas:
confrontation

28. tools & ideas:
confrontation model
60-SECOND OPENING STATEMENT
1 Name the issue.
2 Select a specific example that illustrates
the behavior or situation you want to change.
3 Describe your emotions around this issue.
4 Clarify why this is important — what is at stake to gain
or lose for you, for others, for the team or organization.
5 Identify your contribution(s) to this issue.
6 Indicate your wish to resolve the issue.
7 Invite your partner to respond.

29. tools & ideas:
confrontation model

30. INTERACTION
8 Inquire into your partner’s views. Use paraphrasing and perception check.
Dig for full understanding; don’t be satisfied on the surface. Make sure
your partner knows that you fully understand and acknowledge his/her
position and interests.
RESOLUTION
9 What was learned? Where are we now? What is needed for resolution?
What was left unsaid that needs saying? Have we moved? What is our
new understanding? How can we move forward from here, given this new
understanding?
10 Make a new agreement and have a method to hold each other able.
tools & ideas:
confrontation model

31. When is it
time to cut
the cord?
what do you think?

32. 1. Develop your feedback giving
and receiving skills at all levels
2. Create a culture of feedback where
everyone can receive and give feedback
3. Leverage feedback to stay
current and remain curious
4. Confront when change is required
tools & ideas:
best practices

33. • Toxic employees are a very real issue in every
organization. Toxic employees lead to toxic
cultures and have a direct impact on your
organizations productivity levels.
• Building a culture of feedback where feedback
is both asked for and received on a regular
basis will help ensure organizations stay
current with trends impacting employees
while also reinforcing healthy behaviors.
in summary