Achieved Strategies

A Viewpoint Piece from Becky Shook

The Public Sector and The Toxic Work Environment

A bad economy can often lead to “less than” ideal work environments.  Like no other time in many decades has the devastating economy had such a hand in toxic environments arising everywhere.  Private sector companies have done widespread lay-offs, benefit cuts, and salary reductions leaving employees to fear for their personal well-being.  The Public sector is not immune to some of these cuts.  The public sector, under intense media pressure, has cracked down on anything that could be perceived in the community’s eyes as inappropriate.

As an outcome, public sector agencies are left with little to no options to motivate and inspire its workforce.  The work environment is bleak, and employees are learning how to survive in such an environment.  This survival has become toxic.  When a work environment reverts to basic survival needs, the need to focus on creating a work environment where people can thrive is the first thing lost, even though it’s the top solution to turning it all around.  This 2-part series will focus on “Turning Surviving into Thriving.”

The Toxic Work Environment – The Manager Perspective

While employees believe its management who is behind the toxicity seeping into the work environment, the reality is that managers are as much victim as the next. They aren’t well-equipped to work in an economic downturn, while still ensuring employee needs are addressed.  They are as focused on survival as an employee, and meeting the demands to keep work moving along.  So, what can the manager do?

1. Team up and take action.  There’s no time to complain about what employees are or aren’t doing.  Alignment around creating a positive work environment has to be the number one priority.  And this doesn’t require money.
2. Be respectful towards how employees are feeling. Give them the opportunity to voice their frustrations and concerns.
3. Infuse a sense of purpose and connection to the bigger purpose; empower employees to own processes and make improvements to them; let them show the quality of their workmanship.
4. Show your management skills and strengthen or create thriving work environments; This sends a message that management is willing to have  “real” conversations with employees.  It’s not “us against them.”  We are all in this together.

The second part of this series will focus on the employee perspective.

What are your suggestions for managers?  Share them below.