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or misconstrued to be with managerial approval. I learned this in conversation with Bill Frisby, the founder and CEO of the executive coaching firm, Strengthening Leaders.
In other words, if leaders allow dysfunctional or abusive behavior to continue unchallenged, it will likely be read by employees as favoritism. If the offending employee is a high producer, it signals that profits outweigh fairness, which is toxicity at its finest. This failure to act threatens the company’ s morale, and ultimately, profitability will suffer as well. the vision, mission, and values that drive the company. The resulting profitability provides jobs and growth opportunities, which is what initially drew employees to that work community in the first place.
Usually, the fear of losing a high performer is exaggerated beyond the reality of the situation. Experience has shown me that once the dysfunction is removed, those who remain will flourish. The leader often realizes,“ I should have done this sooner.”
The curative culture where a work community truly thrives minimizes distractions while freeing coworkers to invest heavily in achieving
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Douglas K. Shaw has been the Chairman / CEO of Douglas Shaw & Associates, a leading direct response fundraising firm, for 30 years. During his 45-year career, he has consulted with hundreds of high-impact leaders and companies. Along with his coworkers, his firm raises hundreds of millions of dollars annually for nonprofit organizations and ministries that change the lives of men, women and children. 39