The toxic manager style is alive and functioning in too many organizations. In my practice, I hear from clients daily about the approaches and tactics of these managers—some responding to the pressures from above and others seemingly thriving in leading by intimidation. This latter group—those thriving by promoting fear—are the stuff of evil characters in a horror story.

Characters from a Stephen King novel: The Toxic Manager

One client, a mid-level manager in a very identifiable, iconic global firm, discovered after joining what they thought was a company with a great culture that the interview process was just subterfuge. The reality of the culture is proving to be one where intimidation of employees is a daily practice, and protecting your rear at all costs is an imperative for senior managers.

As frosting on this crummy, stale cake, the individual ended up with a boss who turned out to be one that Stephen King would struggle to create as a character. This shapeshifter smiled and sold during the interview process, then shifted to daily verbal beatings and berating once the deal was done.

“I didn’t know I was responsible for it.”

While one client and one lousy boss isn’t a trend, I engage with hundreds of professionals at all levels each year, and the theme is consistent—overwhelming demands, accountability for the unknown or impossible, and fear for their jobs.

The client referenced above chatted with a veteran of the organization and asked what it took to survive. The response: “This is just the way this place is. I’ve been here for 14 years, and I still worry I might get fired every day.”

Let that sink in. On the one hand, the person has been there for 14 years, likely by choice. Yet, can you imagine the toll that fear of being fired takes on employees and all they encounter, including their families? There’s a multiplier effect for these manager-terrorist tactics that transcends the workplace.

Another client offered: “We hold people accountable for assignments and performance indicators they had no idea they were responsible for.” That’s brilliant in an evil sort of way.

Didn’t we vanquish these practices to the ash heap of management history?

I’m disappointed that this discussion is still being held at this point in what should be a slightly more enlightened perspective on leading and managing. (How many books are written on leadership every year? Not one suggests fear and intimidation as a positive.)

We talked a good game for a while about the value of our people and the importance of developing and retaining talent. Organizational leaders acknowledged Gallup’s galloping disengagement numbers and seemed motivated to do something to turn things around.

And then, as the pandemic faded and the economy shifted power back to employers on the hiring front, managers most comfortable leading through fear and intimidation resurfaced.

Deming’s three words to live and lead by:

The late, great management advisor, W. Edwards Deming, regularly cited his 14 points for transforming our organizations. Deming’s point #8 states: Drive out fear.

You could spend a lifetime studying leadership and not find guidance more valuable than those three words. Unfortunately, some managers live and thrive by instilling fear in their subordinates (not teammates, but subordinates), preferring to keep them off-balance and fearing for their jobs.

The Bottom Line for Now

As angry as I am about managers who use fear and intimidation as motivation, the fault lies squarely with top organizational leaders. These individuals at the upper strata of our organizations sponsor and tolerate a culture that allows these toxic managers and tactics to proliferate, always in pursuit of the numbers. I have no qualms about chasing great results, but all senior leaders face the choice to do it with their people or on the backs of their people. There’s little cost to leading with decency and stomping out toxic behaviors. The potential for gains is tremendous.

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Leading and managing with character and positive values are core themes in my Senior Manager and New(er) Manager Development Programs. Check the links for upcoming open enrollment sessions, or reach out to Art at [email protected] to discuss an in-person program for your team.