How to Handle a Director's Toxic Behavior That's Hurting Team Morale and Causing Attrition?

Dear Seniors, Recently, a Director has joined our company who frequently uses unparliamentary language in meetings and in person with staff. Not only does he blame others for any failure and threaten them, but he also does not allow people to present their views, suppressing them from giving an independent opinion. He has been sensitized to this matter by our MD, but no change has been observed. As he is in an influential position, our MD does not want to take any action against him but is trying to encourage him to refrain from such conduct. As a result of this misconduct, we are facing high attrition in the company, and it is hampering the discipline of the company. Highly engaged people are also looking for other job opportunities. This Director does not respect any function, nor HOD or Director at a parallel role. He badmouths other Directors and department heads in front of his team. He only partially listens to the promoters. Since he joined us, he has sacked many people over minor performance issues that could have been resolved. His Managers do not maintain any objectivity in the performance feedback and do not give any performance-related data to HR unless it’s about complaining about somebody and preparing a case against them. His targets and commitments are what the company needs at this time, and that is the reason why we are tolerant of him. His delivery is highly questionable at this point in time, but the MD believes he has potential, and even if he delivers 50% of his targets, his contribution is valuable. That's why the MD is backing him up. His conduct is disturbing the team spirit and discipline of the company. Could you suggest what can be done to get through this situation?

The Impact of Abusive Language in the Workplace

Whoever it may be and whatever the situation may be, using abusive language or unparliamentary words in the workplace is highly condemnable. Particularly, when a superior in an organization is habitually addicted to such an awkward practice, the colleagues and subordinates remain mute for some time simply because of that person's positional advantage and influence with the higher echelons of the organization.

In the long run, his efficiency would eventually result in his incompetency to lead others. If any individual dares to question openly, they would certainly lose their job or immediately resign in protest, and they would be tortured even after their departure. Therefore, the only option before all the employees is a collective reaction.

What you have mentioned is horrible. However, everything has been happening with the knowledge of the MD of the company. The MD is supposed to be the No. 1 stakeholder of the company. If the MD does not understand the gravity of the issue, then what is the use of serving in this type of company? The Director, whose cynicism flows in his veins, may tamper with your career, so it is better to move out.

The Director has not only tampered with the careers of several employees, but he is also playing around with the organization's culture as a whole. Your MD will have to make herculean efforts to restore the badly damaged organizational culture. By the time your MD realizes this, it will be too late. At that time, other than regret, he will not have anything to do.

General Comments: The post also shows what happens when power gets into the head of the person who occupies a top position. With these kinds of people getting a Director's position, how will India have world-class companies? Far from competing with countries from Europe or even the US, how will India compete with even neighboring countries?

Getting intoxicated by power is not just restricted to the Director of a private limited company but is very much applicable to those who hold political positions as well.

Thanks,

Dinesh Divekar

Addressing a Toxic Work Culture

The culture, due to the 'director,' has become toxic in your company. You should outline how it is affecting employees' performance in general, providing specific cases of those who have already left for various reasons. Additionally, convey that it is increasingly challenging to work in this volatile atmosphere and that you may need to follow others in choosing to leave unless this trend is addressed immediately.

Consider leaving before it begins to impact your health, as well as that of others in the company.

Thanks and Regards,

Thank you, Seniors, for your clear direction and advice. I cannot leave the organization as it has truly invested in me, and I believe it's high time to repay them and stand firm with the employer rather than leaving. Our MD is a visionary leader, and we are just going through a tough time, but we believe things will certainly change with collective efforts. He is trying to integrate this new Director with the existing team.

Based on your advice, I had a call with my MD, and he assured me that we will give this Director a clear message that he should either follow the code of conduct and not spoil the discipline. He has also given me a free hand to deal with him directly and speak whenever he is unreasonable. I hope it helps.

Dear Aakansha,

Your post shows that you have emotionally bonded with the company. Your allegiance to the company, in general, and to your MD is commendable. However, your career should also be a priority. In a toxic work culture, you are the best judge of how you will grow.

You mentioned that your company has made an investment in you. What kind of investment did the company make? Additionally, you have stated that your MD is visionary. However, many MDs are visionary, and that can be a problem. Many have a vision but lack sight, ignoring what is clearly visible. This seems to be the case with your MD as well.

Over time, you should not feel that you have been pursuing the wrong path. However, by the time this realization comes, it might be too late.

Ultimately, it is a personal decision on how to deal with the new Director. Therefore, exercise judiciousness.

Thanks,

Dinesh Divekar

Handling the Director's Misconduct

You have suggested the removal of the business title and then having a one-to-one talk. However, who will remove the business tag of the Director, and how should it be done? Even if the business tag is removed, will the Director be willing to talk to the HR, who might be much junior to him?

The Role of Parenting in Professional Behavior

Regardless of one's position, valuing human dignity is a teaching that should come from parents. If there is a flaw in the parenting itself, can HR fix it in their one-to-one talk? The Director lacks listening skills, questioning skills, interpersonal skills, etc. To a certain extent, all these skills are taught by the parents. By reading the first post, one can very well make out that the Director is an arrogant person. Is taming an arrogant person, especially one holding a senior position, a job for HR?

The Need for MD's Intervention

This matter can be handled only by the MD of the company and no one else. However, the realization is yet to dawn on him. Probably the Director has not been given proper induction training on the values of the company and how these are exercised in day-to-day work. It is imperative for top management personnel to cherish the values and not destroy them. Any action or decision of a Manager must fall within the purview of the values. Transgressions should be nipped in the bud. Far from nipping it in the bud, the transgression is not being nipped in the flower either!

Cultural Fit and Recruitment Considerations

By the way, while recruiting this Director, whether the thought was spared on cultural fitness is not known. The Director is a misfit in a large number of companies. Anyway, the post is a classic case study of how top management persons destroy the culture of the company.

Thanks,

Dinesh Divekar

Dear Akansha, it is evident that you are dealing with a Director who is a complete misfit yet holds a significant position. The Managing Director (MD) believes that the Director may deliver positive bottom-line results and, therefore, is tolerating his erratic behavior. However, if key personnel leave the organization, it is uncertain how this Director will achieve the desired business results.

A positive aspect is that the MD supports you and has given you the freedom to act. Use this opportunity wisely to curb his unreasonable actions. Once he realizes that you can also take decisive actions with the MD's support, he may either change his ways or his inflated ego will prevent him from continuing.

Display courage and patience, and do not heed advice to quit. Instead, continue to bravely confront the intolerable Director until he leaves. Otherwise, the entire reputation of the organization will be at risk.

Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant

Training for Senior Staff on Communication

Please ask your training department to arrange training for all senior staff, including him, on relevant topics in communication. Share your agenda with the external trainer in advance so the trainer can provide training and share information on abusive language and other communication issues with senior staff. Try to solve the problem if you can.

Thank you.

Dear A_blackguitat, I have been involved in full-time training for the last 13 years, and previously, I also held the position of Training Manager. Based on the knowledge acquired from my training programs, I strongly believe that changing the behavior of the Director cannot be achieved solely by training senior managers in communication skills. When a senior management professional such as the Director jeopardizes the company's survival, it is imperative for them to be removed from their position.

Theory X and Theory Y

In the 1960s, social psychologist Douglas McGregor introduced two contrasting theories, known as Theory X and Theory Y, to explain how managers' beliefs about employee motivation can influence their management approach. Those who have undergone management courses are likely familiar with these theories. This post effectively highlights the continued relevance of Theory X today, emphasizing that theoretical frameworks are often supported by real-world examples.

Thanks,
Dinesh Divekar

Many learned members have given sterling advice.

Observations on the Director's Behavior

What I can see from the post: The concerned Director is an ego-driven person who sees no value in human relations. He commands, shouts, and uses his position to run the organization, while behaving differently with outsiders in suitable positions and those he needs for securing orders, etc. The company management has not inculcated a strong culture and is dominated due to the results apparently produced by this gentleman. The MD himself is wavering about complaints received from employees. Probably, due to his higher position, he is spared shouts and pushiness from this gentleman. With this background, it is doubtful whether any change will be forthcoming.

Recommended Course of Action

The best course of action is to keep an eye open for suitable vacancies in this era of joblessness. This is indeed a tough call. However, self-esteem and prestige should not be devastated by such an abusive and loud-mouthed person. Strike a balance and shift out at a suitable time.

Dear Natharao, I wholly share your reading about the "careless" and bulldozing approach and behavior of the Director. However, I don't share your conclusion and advice to Akansha to look for another career opportunity. She has already expressed her desire to continue here in the face of adversity and confront the Director directly. Her MD, for whatever reasons, though soft-pedaling on this undesirable Director, seems to have given her a free hand.

In my view, giving up the fight and running away is an easy option that Akansha has decided against, and I appreciate it. Hopefully, she takes some thoughtful actions by which the Director is made to fall in line or quits.

Regards, Vinayak Nagarkar HR and Employee Relations Consultant

I am hopeful that the advice shared by the seniors here will give you a gist of how to move ahead and deal with this current situation.

Simultaneously, I would like you to be extra cautious because I am pretty sure that after all these back-and-forth conversations, this spoiled brat (Director) would have gotten to know about you and would be looking out for opportunities to cause trouble.

I am certain that one fine day, your MD will understand that no matter how skillful the resource is, if he/she fails to adhere to the Code of Conduct of the company, then that person should be dealt with corrective action irrespective of the designation, influence, or power.

All the best!

Dear colleagues,

It is perplexing how a person who does not deserve to be hired, even at any level, was appointed as the Director. Furthermore, he continues to function despite his people-insensitive approach, often bulldozing them for no apparent reason. Isn't it obvious that his approach is detrimental to the organization?

It is the responsibility of the MD to step in and advise him to change for the better, or he should be shown the exit door.

Regards, Vinayak Nagarkar HR and Employee Relations Consultant

Locking down a country of 1.3 billion people has led to unemployment, poverty, and an economic crisis. It is a pandemic and a tough time for people and businesses. Companies are struggling to operate, and many businesses are in trouble. Isn't it?

Restructuring the Organization

Prima facie, your MD's vision is to restructure the organization and its current employee culture with a fresh team or by reducing/moderating manpower and wage costs. That was the reason a new director joined and created a "toxic work culture." The recently joined director is a tool in fulfilling your MD's vision. Organizations and business owners have missions and visions for themselves, not for employees. It is better to leave this organization as soon as possible.

Dear Aakansha, I must say this is a classic example for an MBA student to study. First of all, sorry to say, but this fellow is the wrong fit for any organization. I request you to check your recruitment system too because, to my surprise, how come his paranoid behavior was missed during the HR round of the interview.

Because of him, there will be a bad image of the company in the market, the attrition rate will be high, there will be no motivation among the workforce, and the output will be hampered. I remember the dialogue from the Spiderman movie that great positions come with great responsibility , and this fellow is lacking awareness of his cultural and positional responsibilities too.

Currently, I am also observing one of the CEOs of a very big public limited company who always makes derogatory comments about subordinates in daily meetings. He is a person who has completed SP Jain's Executive MBA program with a good rank, but what is the use of this bookish knowledge when such a senior person doesn't know how to respect peers and subordinates?

He is a big show-off and will take credit for all the good things in front of the MD and Chairman but will never support any of the team members for their smallest mistakes. He likes to praise himself all the time... like those kinds of people around him... but is failing to deliver results for the company. So, I am keeping my fingers crossed , let time decide.

Madam Akansha, quite some time has elapsed since you posted this thread (over one and a half months). Many views expressed have said in the same breath that this Director is a misfit. Now, it is interesting to know what the latest happenings are in this matter and whether this man still enjoys the blessings of the MD. Also, whether you could make any dent to turn things around.

Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant