1. Toxic Employees Toxic Work Environments What You DKDK
Presented by:
Mauricio A. Velásquez, MBA
President, CEO
The Diversity Training Group
692 Pine Street, Herndon, VA, 20170
ipma-hr.org

2. Meet Mauricio Velásquez, MBA
Mauricio Velásquez is the President of The Diversity Training Group (DTG) in Herndon, VA. Mauricio serves as a diversity & inclusion trainer, sexual harassment prevention trainer, executive coach, mentoring trainer, employee engagement consultant, and expert witness. Former IRS demographer. DTG’s clients include small and large, federal, state and local government agencies. A partial list includes NIH, NIST, DOJ, Town governments of Vienna, and Herndon, VA, Washington, DC, Superior Courts, US Navy, Maryland State Highway Administration and in the past even the White House. DTG also does a great deal of work in the private sector with Metropolitan Washington Airport Authority, Exelis and The University of Virginia, to name a few. Bringing you the best of public and private sectors. Mauricio has trained in every state but North Dakota, work and life have taken him to over 70 countries and he has trained more than three quarters of a million participants in his 25-plus year career. Holds a BA from UVA and an MBA from GWU.

3. Agenda Today Understand the toxic employee
Understand the toxic work environment
Relationship between Toxicity, Engagement and High Performance
Toxicity and Trust
Learn how to deal with toxic employees and toxic work environments
Build a tool kit/skill kit and plan of action

4. About Toxic Employees, Environments
What You Don’t Know You Don’t Know
(DKDK)
What You Don’t Know
(DK)
What You Know
(K)

5. We all mean well but… Intent Impact (What you meant to say) MEAN TO DO
vs.
Impact
(What you actually said)
ACTIONS/RESULTS
ACTIONS have CONSEQUENCES

6. How did I come up with this topic?
I have specialized in “hostile audiences” during my twenty five years as a trainer & change agent
As a Sexual Harassment Prevention Trainer
As a Diversity Trainer and Expert Witness
Most recently as an Executive Coach where I am asked “…Please meet with him/her 1:1 all day, coach this person (do what you do in your workshop with one of our people) and tell us whether we fire or keep him/her!”
Why is this topic so popular?

7. Why is this topic so popular?

8. In The News - Everyday Shootings everywhere – Toxicity gone wild
Congress, politics
Bad economy (insecurity, ambiguity)
Economic times make employers do crazy things
They have always been this way – no surprise, no change – “accept me”
People “don’t say anything”
Toxic person is the “last to know” – who me?
“People allowed to be awful” – most important – organization often knew

9. My Favorite Toxic Participants
“I will take anybody but that guy Mauricio”
“I don’t give a flying (blank) what this is about, I am not interested!”
My “Alaskan Moment of Truth”
“You can’t train all of us, some of us you will have to kill!” (one of my favorite s)
“You must be a *%$#$ Jew!” (my favorite )

10. Mauricio’s Mission Provoke Thought Facilitate Discussion and Learning
Surprise You/Entertain You - Edutain
Add Value
Provide Subject Matter Expertise
Make it interactive and “harness talent in this room”
#1 Ground Rule: PARTICIPATE - Ask Questions!!!

11. Toxic Employee
When you hear the phrase - “toxic employee” what pops into your head?

12. Toxic Employee
Always unhappy and negative but they don’t keep their misery to themselves.
Why? Because misery loves company!
Body language tells it all
Glass is always half empty
Incredible memory – remembers stuff from years ago
Love to say “Not my job!”
Recruit people to “join them, share their views”
Always “looking for proof”

13. TE is always looking “for proof”
Stereotypes: All of us must begin to address and minimize the many stereotypes that exist within our organization.

14. Toxic Employee (Continued)
Can also be bigoted – negativity is projected towards a particular group – gender, race, age, sexual orientation, religion, management or new management
Can be a bully – big, loud, angry (back of my mind – potential for violence in the workplace)
Always recruiting!.... Always approach new hires
“Let me tell you who to watch out for! You with me?”
“Get that smile of your face – don’t you know where you work? Slow it down. You are making the rest of us look bad!” (Encourage mediocrity!)
Ultimate risk - sabotage

15. Toxic Work Environment
When you hear the phrase - “toxic work environment” what pops into your head?

16. TE “Poisons” the work environment
First – we all know who they are!
But what do we do about them?
Send them to individual 1:1 coaching or
Train everyone – “dip everybody” and sometimes the TE does not even show up
Or do nothing until something happens – what I call a “moment of truth”
Too many organizations contact us with a reactionary posture or “a real sense of urgency”
Don’t wait – sometimes it is too late
Ignoring these issues/this person – does not mean they go away!

17. The Perfect Toxic Storm
Toxic employee or manager is a bully (well known)
They have a false sense of security – they have never been challenged
How does TE interpret silence of peers?
Peers are avoiders of conflict or they expect “Manager to do something!” BUT
Manager is not skilled to deal with TE
Could be a “Reluctant Manager”
Manager is the smartest and promoted for their expertise but they don’t have the interpersonal/human relations skills = DKDK and they MEAN WELL

18. What does all of this toxicity have in common?
What DTG keeps coming across..
Massive Conflict Avoidance!
No cost-benefit analysis – cost of doing nothing was not calculated
If we deny the issues exist – prolongs issues
If we look the other way – these issues go away by themselves or
If we look the other way – these issues will just “work themselves out”
Total break down in trust
These issues don’t go away, they fester, they escalate!

19. What is TRUST?

20. Trust Defined
“Trust means confidence. The opposite of trust is suspicion. When you trust people, you have confidence in them – in their integrity, and in their abilities. When you distrust people, you are suspicious of them – of their integrity, their agenda, their capabilities or their track record.” S.M.R. Covey Toxic Individuals are often suspicious and spread suspicion throughout their ranks and create and nurture and welcome long time unresolved conflict because it “maintains the toxicity.”

21. Toxicity and Trust Go “Hand in hand”
Stephen M. R. Covey – in his book: The Speed of Trust talks about Trust - Taxes and Dividends When there is high trust – there is an actual dividend for this trust – tasks, work, progress, cooperation, collaboration - success is easier When there is low or nonexistent trust – there is an actual tax – tasks, work, is harder, indifference, bogged down, sabotage Toxic individuals and toxic workplaces thrive in low trust organizations…. (rest of us suffer)

22. Economics of Trust/Toxicity
The toxicity affects all those “around the toxicity”….
Quality of Task Cost of Task
High Trust
Organization
Low Trust
* Toxic individuals are often not fully engaged in their work

23. Toxicity and Engagement
Healthy Environments
Motivating
Engagement is norm
Active engagement is role modeled
Identify and address conflict
High performing
Hi trust
Can become “World Class”
Toxic Environments
Demotivating
Disengagement is norm
Active disengagement is encouraged
Allow unresolved conflict to fester
Low performing
Lo to nonexistent trust
Can never be “World Class”

24. The interplay Respect and Value Each Other
Confront Toxicity, Build Trusting Relationships
Be More Engaged
Perform at Higher Level

25. Toxicity & Engagement & Trust
With Organization
(trust)
With Manager (feel valued)
High
Performance
Strategic Alignment (clear goals, strategy)
Competency (you got what it takes)

26. Three Levels of Engagement
ENGAGED (leading, doing, inspiring others, +)
NOT ENGAGED (checked out, marginally toxic, -)
ACTIVELY DISENGAGED (highly toxic, very -)
Think of your organization…
What percentage of your employees are
engaged ( ),
not engaged ( ),
actively disengaged( )? (

27. Employee Engagement Key to Creating a World Class Organization & Toxicity
Source: Gallup Consulting

28. So how do we create a more…
Effective
Respectful
Trusting
Highly Engaged
…work environment and workplace culture?
Or, a less Toxic Workplace?

29. Engaging Your Employees – Building Trust, Addressing Toxicity
Find out what motivates your direct reports
Hire and keep people who are good at their work
Get people working on what’s important
Explain and train
Let people work
Be generous with praise and show it
Expect excellence
Care about people and show it
Treat employees with respect
Lead by example
Build around your mission and core values and hold all accountable

30. Trust Commitment Contract (Anti-toxic)
I will make an effort to find out what motivates each of my direct reports.
I will give employees frequent, positive feedback and appreciate constructive criticism.
I will take the time to listen carefully to people’s ideas, stories, opinions and concerns.
I will show support for our goals and objectives and explain them to my staff.
I will show support and enthusiasm for my subordinates.
SIGN_________________ (share)

31. Trust Commitment Contract continued
6) I will recognize the signs of stress and overload in myself and in the people I manage.
7) I will encourage people to come up with new ideas and ways to approach a project.
I will offer everyone on my team opportunities to learn and grow at work.
I will promote a diversity of values, opinions, and work styles and believe these are essential to business and work success.
I will speak up and hold all accountable.
SIGN_______________(share)

32. Now for Specific Tools
I want to give you, build you a tool kit, a skill kit
These tools work if you use them!

33. Approach is Key

34. Start-Stop Coaching Technique
Start with a Positive
Please stop__________________________
(describe negative/unproductive behavior)
Start______________________________
(describe new, more appropriate/positive behavior)
Continue___________________________
(describe ongoing positive behavior)
End with a Positive

35. I- Message Coaching Statement
(Start with a Positive)
When you ___________________, I feel ___________________
(describe behavior) (impact of behavior)
I would prefer ________________________________________ (new behavior – more appropriate/productive) OR
I feel _____________________, when you _________________
(impact of behavior) (describe behavior)
I would prefer ________________________________________
(new behavior – more appropriate/productive)
When I see ____________, it makes me feel ________________
(describe behavior) (impact of behavior on you/group)
(new behavior – more appropriate, more productive)
(End with a Positive)

37. Addressing Conflict – Builds Trust Conflict is just a problem to be solved
Step
Action
Example
Identify and agree on the problem (consensus) Ask the right questions.
Ask for the facts
Verify the information
Decide what else you need to know
“Help me understand exactly”
“Let me make sure this is recorded correctly”
“I will be able to help you better if I know…”
Conduct problem-cause analysis to identify a specific problem and its cause
Restate the problem in simple terms
Get agreement on the problem and its importance/impact
“So, the basic issue is…”
“It seems we agree it is important to fix this because…”
Identify solutions/alternatives
Ask what can be done to solve the problem
Suggest other options for consideration
Tell them what you can do
“What ideas do you have on how this can be fixed?”
“In similar situations we have..”
“I really wish we could do exactly what you suggested. However, according to…, we must…” ?

38. Steps of Problem-Solving
Action
Example
Implement solutions/take action with the help of the customer
Ask for their cooperation
Tell them what you will do
Suggest how they can help, now and the next time
“I’ll need your help to…”
“Here is what I can do…”
“To get this resolved quickly, I’ll need you to…, and if this should happen again, please…”
End with an agreement and a thank you. Monitor and follow up on the situation
Summarize what will be done, and by whom
Thank the customer for cooperation and help
Promise to follow up to ensure the solution really worked
“Can I assume that we agree on…?”
“Thank you for being so cooperative in helping us to solve this problem.”
“I will call you in a week to be sure the situation is resolved.”

39. “You cannot talk yourself out of what you behaved your way into”
My Favorite Quote….
What I love to say to people who I coach ….
“You cannot talk yourself out of what you behaved your way into”
- Stephen Covey

40. In Closing….
Ultimately it comes down to this one point SHARED RESPONSIBILITY – we all have a shared responsibility, a responsibility to each other, to hold each other accountable and to be the best we can be. Say to each other - “I can’t be successful without you. We are all in this together!”

41. Action Plan
How can I create a more productive and less toxic work environment?
How can I use what I have learned in this class in my organization and beyond?

42. THANK YOU!
FOR……..
YOUR TIME
YOUR CONSIDERATION
and your
PARTICIPATION
“If you loved the session – tell everybody you know about it. If you didn’t like the class – keep it to yourself!”

43. For more information… The Diversity Training Group 692 Pine Street
CONTACT:
The Diversity Training Group
692 Pine Street
Herndon, VA 20170
Tel
Fax
Mauricio Velásquez, MBA – President, CEO