Anyone working in hospitality can invest a great deal of passion,
time and energy in their work, and part of the return on that investment is the benefit of being led by someone they respect and admire—someone they can emulate. But, of course, it does not always work that way.
Too many people end up working for toxic leaders.
I have been in this industry for a long time—perhaps too long—and I have seen the kind of damage a toxic leader can do to the smooth running of a hotel. Left unchecked,
a single toxic individual can undermine relationships, destroy teams and unravel the fabric of an entire organisation, ultimately bringing down an excellent hotel.
A range of strategies can be developed to deal with a toxic leader, but the first step is identifying and acknowledging that there is a problem.
Toxic leaders talk but never listen.
Those who are secure in their
leadership tend to listen more than they speak, because they know they can learn something new from everyone they listen to.
Toxic leaders dismiss other people’s ideas.
It is a terrible feeling when you share an idea or direction you are passionate about, only to have it ignored or mocked.
Toxic leaders belittle and ridicule others.
If you are sitting in a meeting and can hardly believe you are hearing someone in a leadership position speak so contemptuously to a member of their
team, if you would rather bite your tongue than put yourself in the firing line, you are dealing with a toxic leader.
Toxic leaders are easily frustrated by teaching, mentoring and coaching.
Patience is one of the hallmarks of effective leadership. While some do it better than others, most great leaders love helping their team members develop and grow. Toxic leaders, on the other hand, are unable to meet with their team without quickly becoming frustrated.
Toxic leaders constantly tend towards micromanagement.
When a leader believes, at their core, that their way is the only option and that no one else can do anything as well as they can, they micromanage. The result is that it becomes difficult for others to demonstrate their talent, express their ideas or even do their jobs.
Toxic leaders lack social skills and emotional intelligence.
Knowing how to manage their own emotions and being aware of the emotions of others are among a great leader’s greatest strengths. But toxic leaders lack awareness of themselves and others, a trait that seriously undermines their leadership.
Toxic leaders take credit for other people’s work.
There is nothing more irritating than someone claiming credit for the work of their subordinates, especially when it is done by a supposed leader. The likely reason is that they do not feel secure enough to give credit to others; if they do not have the spotlight constantly shining on them, they may feel they are no longer in control.
Toxic leaders blame others for their own mistakes.
When a leader points fingers at others for their own mistakes, their lack of accountability is toxic and often makes others feel guilty. Great leaders take responsibility and find a lesson where others see only a problem.
Toxic leaders never admit they are wrong.
How many times have you seen a leader pretend to ask for input when they are really seeking validation for their own ideas?
It is an attitude that breeds toxicity and demoralises everyone, especially the most intelligent
people on the team.
The longer their behaviour continues, the more acceptable it becomes, and ultimately the only way out may be to find a better environment.
