If you're labeled a toxic boss, start by getting specific feedback instead of vague criticism. A 360-degree assessment from employees and peers reveals what's actually wrong. Then build a development plan targeting empathy, emotional intelligence, and communication skills, with a coach or mentor holding you accountable.
Chapters
Now for the toxic individual, maybe through this conversation or through conversations or feedback or performance reviews that you've received, people are indicating that you have some of these traits and behaviors that are working against you, that are putting you in this, you know, bucket of a toxic boss. Well, one is you wanna seek out the observations, the feedback, the facts, as far as that type of information that's being passed back to you. Don't take it just on face value. Make sure that you really understand the scenarios, the examples, the illustrations, the experiences people are having with you. That'll hone in and make you much more aware of what exactly it is that they're trying to convey to you than just taking statements from someone about behavior that's not acceptable. All right? So seek out those observations, those, that feedback, those facts, those insights, illustrations, examples, and scenarios, and then request that you have a 360 assessment or some other assessment to be done. A 360 assessment would allow your employees, peers, and managers, and other, you know, third-party individuals that have great influence on, you know, the work that you do and vice versa, and seek their feedback and their observations and their examples of your leadership and your performance and your behavior and your actions and your words. Don't be afraid of feedback. It's, it's meant to provide you guidance and provide you opportunities for growth. And then formulate a leadership development training program for yourself. Lay out a plan of the key skills that— lay out a plan of the key skills that others are saying that should you work on them and improve on them, let alone master them. Then it would completely shift this perception, this idea of, you know, what people have of you by gaining skills on empathy, emotional intelligence, communication, managing effectively, giving critical feedback, delegating, prioritizing, so forth and so on. So, you know, there's no reason for you not to, not lay out a plan. Of your own development, of which then you request support on. And then at the same time, find the bosses, coaches, mentors, advocates that can provide you accountability. Accountability to the fact that, you know, you're behaving in the, the way that your culture, your business, your leadership team expect of you and that you want of yourself for your team members. And so seek that accountability. Again, it's, it's for growth. It's for development to be held accountable, to be reminded of what the expectations are, what the goals are, or what the commitments that, that were made are. So don't hide from accountability. Walk into
