Few organizations can boast 0% disengaged workers in their workplace. Gallup data suggests that about 20% of the country’s workforce is actively disengaged. At minimum, they devote their energy to preventing change. At maximum, they poison the culture with negativity. When an organization commits to a culture of engagement and wellness, the welcome mat for the actively disengaged is removed from the employee entrance. How is this accomplished?
Leaders often struggle with the strategy for eradicating toxic people from the team. They imagine some complex and protracted human resources process where they ultimately get sued for wrongful something-or-other. It’s easier to tolerate the damage to organizational morale and gradually normalize the dysfunction. In most workplaces, it’s surprisingly easy to move disengaged employees along. When the business ecosystem no longer tolerates poisonous, disrespectful, immature, unprofessional behavior, disengaged employees have to either adapt or leave.
If your psychological foundation for self-esteem requires making other people feel small, a workplace culture committed to respect and professionalism no longer feeds your fragile ego. Leaders are advised to allow actively disengaged workers to leave on their own rather than igniting the expensive inertia of a painstakingly slow H.R. discipline policy. Let your toxic employees go put your competitor out of business. Poison people seek poison environments.
Empower health, wellness, innovation, and change. Fuel the momentum of growth. Those aligned with the culture of excellence will sprint to find their seat on the bus. Anyone unwilling to join the vision should be advised to step out of the way.