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Why I Don’t Work Here
Anymore
A Leader’s Guide to Offset
the Financial and Emotional Costs
of Toxic Employees
http://taylorandfrancis.com
Why I Don’t Work Here
Anymore
A Leader’s Guide to Offset
the Financial and Emotional Costs
of Toxic Employees
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v
vi • Contents
References............................................................................................. 119
Index..................................................................................................... 121
http://taylorandfrancis.com
Preface
If you are like most people, you have experienced the emotional impact
of toxic people. As you will discover in this book, almost no one has been
immune to the devastation they have wreaked on individuals, teams, and
organizations. Including this author.
The unique perspectives of this book incorporate evidence-based stud-
ies conducted by a myriad of researchers, including the national study
that I have conducted with my co-researcher, Dr. Elizabeth Holloway. And
beyond these studies, I believe you will discover how to handle these indi-
viduals through the many templates, assessment inventories, and case sce-
narios I have included in this book.
I wish I had these strategies when I worked with one uncivil individual
who was the key catalyst in my leaving a wonderful position. During the
course of research others and I have conducted, I discovered I was not
alone. While others also experienced the turmoil of working with a toxic
person, many shared experiences of how this impacted their emotional
well-being and organizational resources.
In my work with thousands of leaders—helping them deal with the
damage these individuals bring to organizations—I have found two miss-
ing gaps. First, leaders have not had evidence-based models with which
to handle these disruptive individuals. Second, leaders have not had at
their ready the research needed to feel confident in their actions to address
uncivil employees. With this book, they now have both.
Beyond understanding and dealing with toxic behaviors, I hope you will
find this book a positive draw for how to design organizational and team
cultures of everyday civility. This is the best way for leaders to posture
respectful engagement as the mantra for all. Please enjoy and use my book!
Mitch Kusy
ix
http://taylorandfrancis.com
Acknowledgments
I would like to personally acknowledge five individuals who have made
this book possible. My life partner of over 30 years, Scott Vrchota, has
been not only the source of enduring encouragement but also the person
whose insight led to this book’s marvelous title. Your love and support
continually go noticed with deep appreciation.
To my very close friend, Brad Fagerstrom, who, along with Scott, has
helped me design a change formula to understand the financial impact of
toxic individuals—I have deep gratitude for your wisdom and the gift of
your friendship.
And to my dear friend, Dr. Elizabeth Holloway, with whom I have con-
ducted the seminal research study on toxic people and co-authored Toxic
Workplace! Managing Toxic Personalities and Their Systems of Power.
Without you, there would have been no research study and no first book.
To Laurie Harper, who, as my wise agent, has been there with me from
the inception of this book’s germ of an idea to the final rollout of the
book’s proposal. I thank you.
Finally, I extend my sincere gratitude to my colleague, the renowned
Dr. Alan Rosenstein, whose pioneering and seminal research in disruptive
behaviors in healthcare has led me to better understand their impact and
resolution.
xi
http://taylorandfrancis.com
Author
Dr. Mitchell Kusy, a 2005 Fulbright
Scholar in organization develop
ment, is professor of organization
learning and development at the
Graduate School of Leadership &
Change at Antioch University in
Yellow Springs, Ohio, with campuses
in Los Angeles and Santa Barbara,
California; Keene, New Hampshire;
and Seattle, Washington. A reg
istered organization development
consultant, Mitch has consulted with
hundreds of organizations nationally
and internationally; he has been a
keynote speaker around the globe.
Mitch has helped create organiza
tional communities of respectful engagement, facilitated large-scale sys
tems to successful change, and engaged teams through assessment and
team-designed actions—all with a focus on improving organizational cul
ture and long-term return on investment. He previously headed organi
zation development for HealthPartners and the leadership development
area for American Express Financial Advisors. Before his leadership in
national and international organizations, Mitch was a full professor at
the University of St. Thomas, Minneapolis, where he co-designed the
doctoral program in organization development. Previous to Why I Don’t
Work Here Anymore, Mitch co-authored five business books. In 1998,
he received the Minnesota Organization Development Practitioner
of the Year Award. He resides in Minneapolis and Palm Springs, and
may be contacted at mitchellkusy@gmail.com or through his website at
www.mitchellkusy.com.
xiii
http://taylorandfrancis.com
1
Evidence-Based Insights
about Toxic Behaviors
You have likely heard stories from friends, family members, and col-
leagues who quit a great job because of a single, uncivil individual. Likely
described to you with such adjectives as shaming, passive-aggressive, and
humiliating, this person may have had other terms attributed to his/her
behavior. And probably this individual received the label of “toxic.” What
you may not realize is that beyond their emotional abuse, toxic people
impact the financial outcomes of any organization. This book will provide
significant research and cases about this dual impact to our emotions and
to an organization’s finances—and what you can do about it.
Beyond these stories of others, the research presented will likely demon-
strate that you have been affected by toxic people in the course of your own
career. I know I have. You see, I resigned from a great position because
of a toxic colleague. When I gave my boss official notice, she tried to talk
me out of my decision. Because I had stellar performance reviews, she
could not understand why I was resigning. I gave her a fictitious reason
because I knew she would not believe me since my uncivil peer was also a
star—albeit toxic—and the cause of others leaving as well. Because of his
“star status,” his behavior was not on my boss’s radar screen. Unfortunately,
this is not unusual. Many toxic people are chameleons—very capable of
“knocking down and kissing up.” That is how my toxic colleague escaped
detection. And as you will discover in this book, how many toxic people
get away with bad behavior.
In my research and work in helping leaders deal with this scourge,
I found that I am not alone. More people have had to deal with toxic behav-
iors than many imagine. But rather than rely solely on my personal expe-
riences, this book will review the research in this arena. Figure 1.1 shows
1
2 • Why I Don’t Work Here Anymore
94% have
reported working
with a toxic
person
6% have not
FIGURE 1.1
Research demonstrates that 94% of over 400 leaders stated they have worked within a five-
year period with a toxic person (Kusy & Holloway, 2009).
the alarming statistic of the percentage of over 400 leaders who stated
they have worked with a toxic person within a five-year period (Kusy &
Holloway, 2009).
It is reasonable to conclude, then, that most people in leadership positions
understand the devastation toxic people can cause for teams and organiza-
tions. However, many do not! And so that’s why this book is here. Why I
Don’t Work Here Anymore will outline and help you understand the devas-
tation caused to anyone who gets in the path of toxic people, as well as apply
the most successful approaches for managing them and the situations they
create. This understanding and these concomitant strategies will help lead-
ers offset the emotional and financial costs brought on by these behaviors.
But I am getting ahead of myself. Let’s take a step back. What is a toxic
person? These are people who demonstrate disrespectful, uncivil behavior
resulting in wide-ranging effects to our psyches, individual and team per-
formances, and the bottom line. They are bullies, narcissists, manipula-
tors, and control freaks; they’re people who shame, humiliate, belittle, or
take credit for the work of others.
In the several years since I began working with Dr. Elizabeth Holloway
to study and then help hundreds of organizations deal with this problem,
I have come to three overall conclusions:
TABLE 1.1
Some of the Features of Toxic Chameleons Who “Knock Down and Kiss Up”
• Gives the boss what the boss wants to hear
• Is uncivil to direct reports, but is gracious to the boss
• Presents overly harsh criticism to others when outside the view of the boss
• Explains to the boss that he/she has very high expectations but demonstrates
these expectations to others with unrealistic demands
4 • Why I Don’t Work Here Anymore
In this book, you will discover not only how to best fire these individu-
als, but also how to take a proactive stance that may preclude you from
having to fire them. Whether to fire or not is just one of the many ques-
tions I’ll cover.
One of my clients shared this scenario with me:
Our CEO has temper tantrums. The board thinks he walks on water, but
they have no clue what’s going on. One time I even saw this guy kick the
conference-room table leg so hard in an angry outburst that the water
pitcher fell over. What’s amazing to me is that the board doesn’t attribute
the vast number of people exiting the company to him. Those who have quit
have not only been his direct reports but also others who have had to deal
with this guy on a regular basis. What a fiasco!
Why I Don’t Work Here Anymore will address both proactive and reac-
tive strategies for leaders. Proactive intervention focuses on how not to
allow toxic people to get away with uncivil behaviors before the behaviors
escalate. Reactive strategies position leaders to take action after devasta-
tion has hit.
Evidence-Based Insights about Toxic Behaviors • 5
• Shaming
• Passive hostility
• Sabotage
These three domains of behavior emanate from overall disrespect and inci-
vility that carry serious consequences for performance, and the bottom line.
Now that you have some running definitions and descriptions, let’s talk
about what makes Why I Don’t Work Here Anymore different from the doz-
ens of other books on narcissists, egomaniacs, and toxic individuals. In
this book, each of the chapters is focused on one clearly defined problem—
with targeted leadership strategies to counter these problems in evidence-
based ways. You will see the evidence displayed in the myriad of statistics
I present from various research studies. I do not base these strategies on
any form of intuition of what I think might work. Instead, I take the best of
what the research has to offer, as well as what leading experts have found
to be successful, and provide a cohesive plan of action. There may be some
strategies that are easy to implement; others will be more difficult. You can
decide for your own situation what is doable now, what may be doable with
some additional support, and what can be delayed for a period of time.
There are several ways to interpret these statistics. Since we know that
many outstanding employees quit as a result of working with a toxic per-
son, you need to do everything possible to make sure they do not. It is not
usually about convincing them to stay. Rather, it is more about not allow-
ing toxic people to get away with bad behavior. It is expensive to replace
the outstanding individuals who quit as a result of one uncivil person, as
these statistics demonstrate. Moreover, if the person has been productive,
it is going to be difficult to replace their high performance—at least imme-
diately. So, it is incumbent on leaders to do everything possible to take
care of the situation proactively, before it gets out of hand and they have to
deal with the deleterious effects these statistics demonstrate.
Consider some specifics within the healthcare industry, a field that has
probably done more than any other to address toxic behaviors, which they
often refer to as “disruptive.” You may find the following statistics hard
to swallow, but these have been demonstrated in dozens of studies. You
may even have a renewed perspective the next time you visit your doctor
or hospital.
Alan Rosenstein, MD, and Michelle O’Daniel are leading researchers
and experts in reporting the devastation of disruptive behaviors in health-
care. They have established key links between disruptive behavior and
patient safety. For example, in a study of 4530 participants (Rosenstein
& O’Daniel, 2008), they found that a whopping 71 percent said that there
was a significant association between disruptive behaviors of profession-
als and medical errors. And 27 percent saw this link leading to patient
mortality. Finally, 75 percent said that these medical errors and subse-
quent patient deaths could have been prevented. Some of the behaviors
Rosenstein and O’Daniel identified were intimidation, hostility, fear,
lack of respect, passive-aggressive behaviors, and undermining others—
all toxic behaviors as defined in this book. Table 1.3 provides a summary
of these alarming statistics.
In a recent keynote address I delivered to a nonhealthcare leadership
group, I brought up these healthcare statistics because we all receive
TABLE 1.3
Summary of the Impact of Disruptive Behaviors in Healthcare Based on the Research
of Rosenstein & O’Daniel (2008)
• 71%: Saw an association between disruptive behaviors and patient safety
• 27%: Believed there was an association between these behaviors and patient mortality
• 75%: Said the medical errors could have been prevented
8 • Why I Don’t Work Here Anymore
92% spoke
negatively
about the
organization
to others
FIGURE 1.2
Customer response to witnessing an employee demonstrating uncivil behavior toward
another employee (Porath et al., 2011).
Evidence-Based Insights about Toxic Behaviors • 9
Perfectionism in and of itself may have some value, to an extent, but when
paired with intimidation, it is highly damaging and undoes any benefit of
the perfectionism by decreasing the performance of others.
TABLE 1.4
Careerbuilder.com Study (2011) of 5600 Full-Time Workers on Bullying
• My comments were dismissed or not acknowledged (43 percent)
• I was falsely accused of mistakes I didn’t make (40 percent)
• I was harshly criticized (38 percent)
• I was forced into doing work that really wasn’t my job (38 percent)
• Different standards and policies were used for me than other workers (37 percent)
• I was given mean looks (31 percent)
• Others gossiped about me (27 percent)
• My boss yelled at me in front of other coworkers (24 percent)
• Belittling comments were made about my work during meetings (23 percent)
• Someone else stole credit for my work (21 percent)
seems to be very little distinction, if any, between bullying and toxic behav-
iors. Consider the research identified in Table 1.4 from a recent study of
bullying in the workplace (careerbuilder.com, 2011). In this study of 5600
full-time employees nationwide with percentages responding to each item
in parentheses, you will hopefully see that bullying is just one form of
toxic behaviors.
Any one of these items may be perceived as toxic. If you review the
previous definition I have provided regarding toxic behaviors, these bul-
lying behaviors align with this definition. Let’s take a step back and ana-
lyze more specifically the previous definition of toxic behaviors. These
are disrespectful, uncivil behaviors with wide-ranging effects on our
psyches, individual and team performance, and the bottom line. Toxic
people are bullies, narcissists, manipulators, and control freaks; they’re
people who shame, humiliate, belittle, or take credit for the work of
others.
Breaking this definition down even further, the three categories of toxic
behaviors we have found include shaming, passive hostility, and sabotage
(Kusy & Holloway, 2009). Every item in the careerbuilder.com study falls
into our definition and at least one of these three categories of toxic people.
An interesting exercise to further make sense of the items from the
careerbuilder.com research would be to see which of these items fall into
the three categories of toxic people: shaming, passive hostility, and sabo-
tage. And rather than just doing this exercise solo, it could be insightful to
do the exercise in a team format as identified in Table 1.5.
Evidence-Based Insights about Toxic Behaviors • 11
TABLE 1.5
Team Exercise to Align careerbuilder.com Items within the Three Categories
of Toxic Behaviors
Within a team format, please consider each of the items from the careerbuilder.com study
and see how these align with the three categories of toxic behaviors—shaming, passive
hostility, and sabotage. To help further this assessment please consider the following:
1. Before your team meeting, please distribute these items electronically (without
percentages) to team members and ask them to anonymously indicate those
behaviors they have experienced in the past year
2. Collect the data on a sheet of paper without names to protect anonymity; identify
the percentage of responses on each item
3. Share the data with the team and discuss:
a. What are some examples of these behaviors they have experienced?
b. How do you refer to these behaviors? Toxic? Bullying? Other?
c. How did you intervene? Were these actions successful or not successful? Why or
why not?
d. Do we want to do something about the behaviors that are most troubling?
• “I’m the only one who has the guts to do something about this.”
• “Everyone else is afraid to speak up, so I do.”
• “No one brings to the table what I bring.”
• “The rest of the team is chicken to oppose this idea.”
Many toxic individuals are clueless about the impact of their behavior on
others.
12 • Why I Don’t Work Here Anymore
TABLE 1.6
“Are You a Toxic Person?” Quiz
To help you determine if you should be concerned about being a toxic person, please
color in the circle that corresponds best with your response to this next statement:
TABLE 1.7
Flawed Apology Sequence
1. “I apologize (or “I’m sorry”) for (behavior inserted here).”
2. “But, I was (insert the reason here).”
14 • Why I Don’t Work Here Anymore
TABLE 1.8
Effective Apology Sequence
1. State what you did in concrete terms—framed in the past.
2. Acknowledge how this behavior has affected others.
3. Issue sorrow through an apology phrase.
4. Declare what you will do to rectify this situation in the future.
TABLE 1.9
Applying the “Four-Step” Apology When You Demonstrate Uncivil Behaviors
1. State what you did in concrete terms, framed in the past. “Over the past six months
at our team meetings, I have been intimidating you through my bullying behavior
in order for you to agree with me, hitting you over the head with statistics that I
skewed in my own direction, and interrupting you at team meetings.”
2. Acknowledge how this behavior has affected another person or persons. “I know this
has resulted in your losing confidence in me as your team leader.”
3. Issue sorrow through an apology phrase. “I apologize for this behavior. I am sorry I
did this.”
4. Declare what you will do to rectify in the future. “In the future, I will initiate some
changes in my bullying behavior. To act on these changes most effectively, I would
further like to ask for your support. Specifically, here’s what I have in mind:
• If I revert to my old intimidating behavior, you may interrupt me and call it to my
attention at the meeting.
• If you do not feel comfortable doing this at the meeting, you are welcome to come
to me one-on-one and bring it to my attention.”
(see Table 1.9). If, after taking the quiz (Table 1.6) you discover you might
be a toxic person, take heed and apologize. And if you’re not a toxic person
but have one reporting to you, you can teach them this apology sequence.
Every step is important in this newly framed apology. Overlooking any
step can yield an apology that falls short. For example, without framing
the disruptive behavior in the past, there could be misinterpretations of
what the apology is all about because people need to put the behavior
back in proper perspective. And without acknowledging how the offen-
sive behavior affected someone, this could result in a shallow apology.
Further, without sorrow, the offended person may perceive that there is no
genuine interest in apologizing. Finally, the rubber meets the road if the
person apologizing has no intention in changing her/his behavior. If the
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fallait s’y efforcer, car dans le silence insupportable nous étions sur
le point de sangloter.
— Vous verrez demain, disait maman, la vue est très belle.
Et elle disait aussi, toute fiévreuse de la honte retrouvée ici,
vivante encore après ces trente années, et ne redoutant pour nous,
parmi toutes les misères, et ne souhaitant pour nous, parmi tous les
bonheurs, que le mal ou le bien qui nous pouvaient venir du
formidable jugement d’autrui :
— Votre vie désormais doit être si sérieuse et si retirée que
personne ne puisse jamais rien dire de vous. Il est bien certain que
personne ici ne songera à vous épouser. Vous n’avez donc pas à
vous inquiéter des jeunes gens. Vous aurez peu de plaisir, mes
pauvres petites, mais si vous pouvez un jour être considérées
comme j’aurais tant voulu continuer de l’être, vous serez tout de
même bien heureuses.
Ainsi ne cessait-elle, par toutes ses paroles et par l’horreur de
son exemple, de nous enseigner la sagesse… Et je comprenais bien
que cette prudente morale selon laquelle depuis l’enfance était
réglée toute notre vie, irait, dans cette ville étroite, se resserrant
chaque jour davantage autour de mes scrupules et de mes
docilités…
*
* *
*
* *
*
* *
*
* *
*
* *
*
* *
Un jour vint cependant où je sentis que cette confidence ne
m’était plus possible : le jour où, pour la première fois, les lèvres de
François touchèrent ma joue, puis mes lèvres, là-bas, près des
ruines abandonnées de cette villa où tint sa cour le beau cardinal
Julien de La Rovère. Alors mes promenades dans la campagne
devinrent plus fréquentes, mais je cessai d’en indiquer l’endroit. Si
j’étais montée vers les sauvages collines, je vantais au contraire les
chemins humides et bas qui vont retrouver les ruisseaux de la
plaine ; et si j’étais allée dans la plaine, je parlais des rochers de
Mornas et de leurs belles couleurs de cuivre rouge et blond. Je
mentais et je n’en avais point de déplaisir. Je n’avais pas de bonheur
non plus. Une espèce de révolte me soulevait, mais je la tournais
vers ma mère et vers Guicharde, et c’est d’elles que je jugeais
nécessaire de me défendre.
Ainsi passèrent le mois d’août et les jours de septembre.
François devenait plus avide de me voir et moi de le retrouver, et, si
nous marchions côte à côte dans les chemins brûlés par l’été
finissant, ou si nous allions nous asseoir dans les bois sur la terre
odorante et broussailleuse, il nous advenait de laisser se prolonger
entre nous un redoutable silence. Il m’oppressait soudain ; j’avais
l’impression de m’y débattre, et, voulant qu’il se dissipât, je disais au
hasard n’importe quelle petite phrase brusque et ridicule. Alors,
François me regardait avec son irritant et douloureux sourire, et il me
prenait dans ses bras.
*
* *
Il voulut une fois me mener dans ces bois d’où la vue est si belle
et qui s’étendent au delà des carrières.
Je le retrouvai à la fontaine de Tourde. Il n’avait pas voulu
prendre sa voiture, ne se souciant pas qu’un de ses serviteurs pût
connaître nos rendez-vous, et nous gagnâmes le sommet de la
montagne par un chemin pierreux et roide où les sauterelles
abondantes qui se levaient sous nos pas faisaient en retombant le
bruit de la grêle. Les petits chênes à cet endroit étaient durs et
rabougris. Aucune ombre ne nous protégeait et je voyais se soulever
les épaules de François qui haletait un peu sous le pesant soleil.
Enfin nous aperçûmes les grandes carrières montrant leurs
blancheurs fraîches et leur profondeur sombre dans le rocher
déchiré. Mais mon compagnon ne me conduisit pas de ce côté et je
le suivis sur le chemin d’où l’on voit la plaine avec ses villages nager
dans une vapeur bleue. Bientôt nous entrâmes dans le bois. La terre
était couverte déjà de feuilles tombées. Il se levait de leur amas des
souffles brûlants et l’on eût dit que, toutes craquelantes et sèches,
elles n’étaient point consumées par les ardeurs du ciel, mais par un
feu qui continuait de brûler sous la terre. François semblait triste et
las et, me taisant avec lui, je laissais doucement sa main trop
chaude caresser mon bras nu.
Or, dans cette solitude profonde, comme nous traversions une
sorte de clairière, je fus surprise d’apercevoir un homme qui fouillait
la terre d’un long bâton ferré. Il était vêtu misérablement d’un
vêtement amolli qui avait la couleur flétrie des feuilles tombées. Et
sous son feutre aux bords fatigués, avec ses bottes déformées,
blanchâtres et fendillées, j’eus d’abord bien de la peine à reconnaître
le docteur Fabien Gourdon. Mais François n’eut point cette
hésitation. Une joie cruelle éclaira soudain son visage souffrant. Il
s’approcha ; et savourant bien la confusion de l’autre, honteux d’être
surpris ainsi dans sa tenue misérable de braconnier :
— Eh bien ! docteur, demanda-t-il, elles sont bonnes, les
trouvailles d’aujourd’hui ?
— J’arrive seulement, dit Fabien Gourdon.
Il souffrait dans sa vanité si visiblement qu’il en avait rougi.
Cependant son regard, déférent toujours quand il se levait sur mon
compagnon, m’enveloppait de cette déférence et il s’y mêlait une
espèce d’admiration sincère et presque violente. François,
impitoyable, examinait le vieux feutre, les vieilles bottes, le vieux
vêtement.
— Bonne chance, dit-il enfin sans s’attarder davantage. Songez,
docteur, et le pli se formait à sa bouche ironique, que l’Académie de
Privas attend votre mémoire. Ne la faites donc pas languir.
Et sous les petits chênes, quand nous nous fûmes éloignés, il se
mit à rire méchamment comme il avait ri déjà sur la place ronde où
sont les maisons des chanoines.
— Ah…, disait-il, ce Gourdon !… que de qualités !… Économe,
n’est-ce pas, je vous l’avais bien dit, prétentieux et économe, avare
peut-être même, le charmant garçon ! Il ne se soigne point pour lui-
même, mais pour l’impression qu’il veut produire. Quand il pense
n’avoir personne à étonner, il se néglige honteusement. Vous avez
pu l’admirer… Le moindre de mes gardes, dans les bois de
Valbonne, est mieux tenu que lui… Ah ! qu’il était vexé, qu’il avait
raison de l’être et que cela est bien fait ! Vous avez remarqué ses
bottes, Alvère… Sûrement, celles-ci ne viennent pas de chez
Luscassé, puisque la maison n’est ouverte que depuis dix ans.
Marchant devant moi, de sa canne il frappait les ronces pour les
rompre et que je pusse passer ; et il continuait de rire nerveusement.
Soudain il se tut, réfléchit un peu, et se retournant :
— Savez-vous, Alvère, me dit-il, je crois bien que le docteur
Gourdon est amoureux de vous.
— Amoureux !… dis-je bien étonnée, et pourquoi serait-il
amoureux de moi ?
— Parce que je vous aime, déclara François avec une
nonchalance insolente.
Nous étions maintenant au pied de quelques ruines qui furent
autrefois, sur cette hauteur, un château formidable, et nous nous
assîmes à leur ombre, déjà longue devant nous. Une espèce de
langueur qui venait du temps orageux et de notre fatigue nous
pénétrait, et, les membres abandonnés, nous fermions les yeux à
demi, dans l’air pesant où les odeurs mêlées de la menthe et du
thym étaient lourdes comme un baume. François était très pâle dans
la grande lumière, et je crois bien qu’à ce moment sa maladie le