A Survival Guide

If you're faced with a toxic leader (whether or not he's your boss), you can survive. But you will need a strategy to do so.

First, you have to decide whether to stay or leave. Your personal circumstances may require you to stay. If leaders are rotated frequently in your company, you could wait out the poison leader's tenure. Or your own skills and reputation may be strong enough so that you're not damaged by the abuse you get.

Once you decide to stay, you will need to decide whether to confront the behaviour or lay low. Trying to counsel the boss is likely to work only if you're already in the inner circle, and only if he decides to listen to you instead of cutting you off from the group. Joining with others to confront him carries similar risks. Only you can decide how far to go. If you decide to take on the leader, make sure you have all the relevant facts, pick an appropriate time and place for the confrontation, and have a plan for bringing the issues forward.

Meanwhile, you can find support from other executives in the organization by strengthening those relationships. Take steps to establish your independence. Never defend the ruthless behaviours. Outside of work, find uplifting activities to nurture your self-esteem.

Whatever you do, buffer your people from the toxic leader. Defend them against any hits that come from above. I once saw a manager sit quietly and allow a member of his staff to be pummelled by abusive questioning during a presentation. How cowardly was this manager that he couldn't step in and deflect the criticism? Fear of retribution may tempt you to duck this responsibility, but good leaders do not abandon their people. Let integrity and courage lead you to the honourable thing.

Detoxifying the Next Generation

Toxic leaders aren't born, they're shaped by their experiences. If you have one emerging in your organization, you can turn him on a different path. You can recognize an emerging toxic leader by these signs:

• Self-centredness. An employee is willing to harm others in order to come out on top.

• Messianic visions. The employee's vision seems impossible to achieve, or she positions misguided actions as attempts to achieve a noble cause, and she won't take advice.

• Arrogance. He displays disdain for others.

• Blame-shifting. I saw one executive order a "take no prisoners" approach to setting and enforcing a technology standard, then disavow the "non-collegial" style of his employee, leaving her to repair her reputation alone.

Redirect these rising leaders by making your expectations for behaviour clear to everyone in your organization. Investigate low morale, and attack its causes. Ensure that performance reviews document toxic behaviour, and make sure offenders know that mistreating others is going to short-circuit their careers. Promote and recognize those leaders who demonstrate non-toxic behaviours.

Finally, set an example. Most leaders are neither good nor bad always, in all things. Recognize your weaknesses and work on eliminating them. Be someone who is able to take advice. Demonstrate integrity. Work unfailingly for the benefit of your team. Toxic leaders' victories are often short-lived. Avoiding and defending against toxic behaviours should lead you, and those who follow you, down the path to sustained success.

Before retiring in 1999, Patricia Wallington was corporate vice president and CIO at Xerox. She is now president of Florida-based CIO Associates