Would your organization ever promote smoking or other bad practices that are scientifically linked to health problems? It’s not too likely. Because if it did, they’d be undermining all of the arduous efforts to enhance employee health and well-being.
It’s time to equate toxic attitudes to smoking. They not only damage the health of your employees, but horrible attitudes also directly affect your workplace culture and your organization’s bottom line.
When employee health suffers, your organization suffers. Unhealthy, unhappy employees negatively affect: performance, attendance, customer ratings, quality and profit.
You say it’s a beautiful day, she tells you why it’s not. You tell him about your new idea, he tells you why it won’t work. You proudly share a recent work success, and she replies with, “Yeah, but what about…?” I refer to these toxins as “Debbie Downers,” “Cynical Sams,” “Pessimistic Pauls,” “Negative Nancys,” or “Gloomy Glens.” They spew venom to anyone and everyone who will listen.
Cutting ties with “Nathan Naysayer” is much easier said than done. Even when bosses need to sever ties, employees often hope they take the necessary action, so the morale of the team doesn’t take a bigger hit. Yet, according to a survey featured on Fortune.com, fewer than half of managers said they would fire someone for damaging team morale. Interestingly, 88 percent of employees would. Team members understand the direct impact of these destructive types. They personally experience their high-performing, fun and collaborative team morph into something unrecognizable—a team they don’t want to be a part of any longer. Sadly, it’s often too late when management finally realizes the extent of the damage.
Regardless of your role, putting distance between you and harmful naysayers is essential for healthy, meaningful and respectful relationships to prosper.
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