ARE YOU A TOXIC BOSS OR A STRATEGIC LEADER?
- Juan Carlos Erdozain Rivera, MBA
- Jun 5
- 12 min read
A toxic boss isn't simply a demanding leader with a particular management style. It's an individual whose systematic and persistent behavior poisons the work environment, leaving a trail of demotivation, stress, and low productivity. During my working life, I met many of them whose personal and professional ethics left much to be desired.
THE ERA OF TOXIC BOSSES
In my work as a strategic consultant, I've heard the term "toxic boss" quite often . Unfortunately , this term describes a troubling reality that directly impacts the most important asset of companies and organizations: their human capital.
The toxic effect of "Pseudo-bosses" manifests itself through anxiety, nervous dermatitis, and panic attacks, just to mention a few of the symptoms.
A toxic boss isn't simply a demanding leader with a particular management style. It's an individual whose systematic and persistent behavior poisons the work environment, leaving a trail of demotivation, stress, and low productivity.
This toxicity manifests itself in different ways, such as:
Suffocating micromanagement , also known as "micromanagement," undermines the autonomy and confidence in the capabilities of work teams. Micromanagement is a symptom of a perfectionist boss, and it's not a quality; it's a condition of unhealed childhood wounds.
Destructive communication , laden with stinging criticism, humiliation disguised as feedback, and a shocking lack of recognition, can demoralize even the most resilient employees.
These types of bosses behave this way, among other reasons, because they had coercive parents. Coercion is a pattern that "damaged" children tend to replicate in their adult lives.
The inconsistency and unpredictability of toxic bosses' behavior creates uncertainty and anxiety, while the lack of empathy for the team's needs and well-being creates a climate of isolation.
In environments led by toxic figures, fear becomes a constant, manifesting in veiled threats, intimidation, and a culture of punishment that stifle innovation and collaboration.
Paradoxically, these pseudo-leaders are often skilled at taking credit for the team's achievements, while not hesitating to blame others for any mistakes or shortcomings.
The consequences of this "silent epidemic" are profound and costly, as team morale plummets, stress levels soar, collaboration becomes difficult, and, in the long run, the flight of valuable talent becomes inevitable.
An organization plagued by toxic bosses not only sees its productivity diminished, but also irreparably damages its reputation and its ability to attract and retain competent professionals.
My experience tells me that the first thing to do before any strategic assessment is to recognize and address the presence of toxic leaders. This requires active listening, secure communication channels, and the implementation of clear policies that promote healthy and respectful leadership. Ignoring this problem is a strategic error with devastating consequences for organizational culture.
In the modern age, cultivating a positive and empowering work environment is not a luxury, but a necessity for survival and sustainable success.
Exclusive Interview with Ken Blanchard: Unraveling the Secrets of Humane and Effective Leadership
A few years ago, I had the opportunity to speak with Ken Blanchard, the renowned author of the best-selling book "The One Minute Manager" and one of the most influential figures in the world of modern management. Throughout this interview, we explored the timelessness of his principles, the worrying trend toward toxic leadership, and he offered valuable advice for both leaders and those affected by unhealthy management styles.
Presentation of a Guru
Our meeting began with a warm introduction by the interviewer, welcoming Ken Blanchard as one of the great gurus of modern management and thanking him for accepting the invitation.
Ken Blanchard: It's a pleasure to be here with you today. I always enjoy the opportunity to share ideas about leadership and how we can empower people to reach their full potential. Please feel free to ask your questions.
Getting to Know Ken Blanchard
For those who may not be familiar with his background, Ken Blanchard was asked to share his origins, his training, and how he came to the fascinating world of modern management.
It's a pleasure to introduce myself. I'm Ken Blanchard , and I was born in Orange, New Jersey, in the United States. My path to the world of modern management was quite interesting and informed by diverse experiences and a deep curiosity to understand how people and organizations can thrive.
My educational background was at Cornell University, where I earned a bachelor's degree in government and philosophy, and later a master's and doctorate in education and organizational leadership.
The knowledge I acquired in social sciences and human behavior was fundamental in shaping my perspective on management.
My foray into the world of modern management wasn't a linear path. Initially, I focused on teaching and consulting in the educational field. However, I soon realized that the principles of effective leadership and human potential development were equally applicable to the business world. I was fascinated by the idea of how organizations could create environments where people felt valued, motivated, and capable of achieving extraordinary results.
This concern led me to collaborate with many leaders and organizations, closely observing their dynamics and seeking patterns of success. This is how, together with Spencer Johnson, we developed the concept of "The One Minute Manager." This book, published in 1982, marked a turning point in my career and introduced me fully to the world of modern management, allowing me to share my ideas about simple, effective, and people-centered leadership with a global audience.
Since then, I have dedicated my life to writing, speaking, and advising leaders and organizations around the world, always with the conviction that effective leadership is based on service, humility, and belief in the potential of others.
The Timeless Relevance of "The One Minute Manager":
Recalling the interviewer's personal experience as General Sales Manager at Scott Paper Mexico in 1992, he emphasized the surprising relevance of the book "The One Minute Manager" even today. Ken Blanchard was asked to what he attributed this endurance.
Ken Blanchard: I'm so glad you had the opportunity to read "The One Minute Manager" back in the days at Scott Paper Mexico! It's very gratifying to hear that you still find it relevant today. I believe its endurance is due to several fundamental factors that transcend trends and technological changes, and if I may, I'll list them below:
1️⃣ Simplicity and Clarity of the Principles, which implies three concepts:
– Have clear and simple objectives that do not exceed half a letter-sized page.
– Recognize when a collaborator did something well.
– Redirect when a collaborator made a mistake.
These are incredibly simple concepts to understand and apply. In an increasingly complex world, people value practical, straightforward tools they can implement immediately.
2️⃣ Focus on People: The book places a strong emphasis on the value of people and the importance of treating them with respect and dignity. The need for clear and timely feedback, both positive and corrective, is a constant in human nature and is essential for growth and development.
3️⃣ The universality of the leadership challenges faced by leaders—how to motivate their teams, how to set clear expectations, how to correct performance, and how to foster growth—are timeless and universal, regardless of industry, culture, or era.
4️⃣ Relevance in a Changing World, as in a rapidly evolving business environment, agility and adaptability are crucial. The principles of the "One Minute Manager" encourage constant communication and rapid feedback, allowing teams to continuously adjust and improve.
5️⃣ Empowerment and Trust: By focusing on people's potential and providing them with the support they need to succeed, the "One Minute Manager" fosters an environment of trust and empowerment. These are essential elements for building high-performing teams in any era.
At its core, I believe "The One Minute Manager" resonates because it appeals to the most fundamental aspects of human interaction in the context of work: the need for clarity, recognition, and guidance. These principles are as relevant today as they were decades ago, perhaps even more so in a world where human connection and talent development are increasingly valued.
FUNDAMENTALS OF "ONE MINUTE MANAGER"
For those unfamiliar with the book, Ken Blanchard was asked to explain what it is about and its key principles.
Ken Blanchard: Absolutely! I'd love to share the essence of "The One Minute Manager" and its core principles with you:
What is "The One Minute Manager" about?
The book is a simple yet powerful parable that tells the story of a young man searching for an effective manager. Through his encounters with different types of leaders, he eventually meets the "One Minute Manager," who uses three fundamental concepts to help his people be highly productive and feel good about themselves. In essence, the book presents a model of efficient and humane leadership that focuses on clear goals, timely feedback, and recognizing each individual's potential.
What are its main foundations?
The book is based on three key concepts, which are the cornerstones of the "One Minute Manager" philosophy:
One Minute Goal Setting:
Clarity: Good managers ensure that each team member knows their responsibilities and expected results. This is achieved by clearly defining objectives and priorities.
Brevity: These objectives should be clear and concise enough for a person to read and understand them in one minute.
Review: People are encouraged to review their goals regularly, even within a minute, to ensure they are on track.
Underlying philosophy: People work better when they know what's expected of them. Clarity reduces confusion, increases focus, and lays the groundwork for success.
One Minute Praising:
Immediacy: When someone does something well, the manager lets them know immediately. Feedback is most effective when it's close to the event.
Specificity: Praise should be specific, stating exactly what the person did well. This reinforces the desired behaviors.
Sentiment: The manager takes a moment to share how they feel about the person's success, fostering a personal and genuine connection.
Pause: After the appreciation, there is a brief pause for the person to feel the positive impact of their achievement.
Underlying Philosophy: Recognition and validation are powerful motivators. Celebrating successes, even small ones, builds confidence and encourages continued performance.
One Minute Redirection:
Immediacy: As with acknowledgments, redirection should be immediate when an error occurs.
Specificity: The manager must be clear about what went wrong, focusing on the behavior or outcome, not the person.
Feeling: The manager communicates how he or she feels about the mistake, but makes it clear that his or her disappointment is with the performance, not the person as an individual.
Pause: There is a brief pause for the person to feel the impact of the reprimand.
Reminder of value: The reprimand ends by reminding the person how valuable they are to the team. This helps separate the mistake from self-worth.
Underlying Philosophy: Corrective feedback is necessary for growth, but it must be delivered in ways that damage self-esteem. The goal is to correct behavior, not punish the person.
"The One Minute Manager" is based on the idea that effective leadership doesn't have to be complicated or time-consuming. By focusing on setting clear expectations, providing timely feedback, and treating people with respect, leaders can create high-performing teams and foster a positive work environment.
THE ERA OF TOXIC BOSSES
The conversation turned to a current issue: poor personnel management and the prevalence of what are colloquially known as "toxic bosses." Ken Blanchard was asked what he thought was the reason for this trend.
Ken Blanchard: It's a very insightful observation, and unfortunately, quite common in today's landscape. I think this trend toward leadership that prioritizes results over the human factor has complex and multifactorial roots that involve:
Excessive emphasis on short-term results, as in many organizations, the pressure to meet quarterly or annual goals is immense. This can lead leaders to focus almost exclusively on numbers, neglecting the well-being and development of their teams in the process. People become a means to an end, rather than being seen as the most valuable asset.
Lack of Training and Development in Human Leadership Skills: People are often promoted to management positions based on their technical performance or individual achievements, without receiving adequate training in interpersonal skills, empathy, effective communication, or emotional intelligence. This can result in leaders who don't know how to motivate, guide, or support their teams in a healthy way.
Traditional and Hierarchical Leadership Models: Many organizations still have authoritarian and "command and control" leadership models. These models often foster a culture of fear, where leaders view themselves as superior and disregard the opinions or well-being of their subordinates. Arrogance and selfishness can be byproducts of this mindset.
Competitive Pressure and the "Winner at All Costs" Culture: In a highly competitive business environment, a culture where "the ends justify the means" is sometimes fostered. Leaders may feel they need to be relentless and demanding to achieve success, even at the expense of their people.
Lack of Awareness about the Impact of Toxic Leadership: Some leaders may be unaware of the damage their behavior is causing to their teams and the organization as a whole. They may mistakenly believe that being harsh or distant is synonymous with being effective.
Unbalanced Evaluation and Reward Systems: If performance evaluation and reward systems focus solely on financial results, without considering how those results are achieved or the impact on the team, this can encourage unhealthy leadership behavior.
The "Hot Seat" and Staff Turnover: In environments where staff turnover is high, some leaders may adopt a "use and throw away" mentality, failing to invest in building long-term relationships with their teams.
Essentially, I believe this "era of toxic bosses" is a reflection of an imbalance between the pursuit of immediate results and investment in human capital. A shift in mindset is needed that recognizes that sustainable success is built on the foundation of engaged, motivated, and respectful teams. Effective leadership is not just about achieving goals, but also about how they are achieved and the impact it has on the people involved.
THE IMPACT ON THE OCCUPATIONAL HEALTH OF YOUNG PEOPLE
The troubling observation was noted that young people entering the workforce often experience existential emptiness, anxiety, and fear, elevating this to an occupational health issue. Ken Blanchard was asked for his opinion on this matter.
Ken Blanchard: I completely agree with you. It's deeply worrying to see how anxiety and fear have infiltrated young people's work experience. The fact that this is becoming an occupational health issue is a warning sign we can't ignore.
I believe this situation is a direct reflection of several factors we have been discussing, exacerbated by the particularities of today's world, and I would like to express it this way:
🟡Pressure for early success and economic uncertainty: Young people face a competitive and often precarious job market, with pressure to succeed quickly. Economic uncertainty and changing work dynamics can create anxiety about their professional future.
🟢 Internalized toxic leadership models: If young people encounter authoritarian, demotivating, or even abusive leaders in their first work experiences, this can create a constant fear of not meeting expectations, being judged, or even losing their jobs. These early experiences can negatively shape their perception of work and lead to chronic anxiety.
🔵 Lack of support and mentoring: Many young people enter the workforce without adequate mentoring or leadership to guide and develop them. This lack of guidance can increase their sense of insecurity and anxiety about the unknown.
🟡Disconnect between expectations and work reality: Young people often have certain expectations about what their work life will be like, influenced by education, social media, or even popular culture. When reality doesn't match these expectations, they can experience frustration, disillusionment, and anxiety.
🟢The impact of technology and the culture of immediacy: While technology offers many benefits, it can also contribute to workplace anxiety. The need to always be connected, the pressure to respond quickly, and the constant comparison with others on social media can lead to stress and feelings of inadequacy.
🔵 A dehumanized approach to work, when organizations prioritize results over the well-being of their employees, creates an environment where young people can feel like they're just a number, easily replaceable. This lack of human connection and purpose can contribute to the existential void you mention.
The consequences of this anxiety and fear in the workplace are serious. They not only affect young people's mental and physical health, but also negatively impact organizations' productivity, creativity, and commitment. A work environment where anxiety prevails is not sustainable in the long term.
It is essential that leaders and organizations become aware of this issue and take action to create healthier, more humane, and supportive work environments. This means focusing not only on results, but also on the well-being, development, and purpose of the people who make up their teams.
Fostering a culture of trust, open communication, constructive feedback, and genuine recognition is essential to reversing this trend and building a more positive future of work for the next generation.
RECOMMENDATIONS FOR TOXIC BOSSES AND THEIR VICTIMS
Finally, Ken Blanchard was asked to offer concrete recommendations for both leaders who engage in toxic behavior and the young people who suffer under their leadership.
Ken Blanchard: That's a crucial question. Here are some recommendations, both for those who practice toxic leadership and for those who suffer from it:
For Toxic Bosses (or those who might be unwittingly):
Honest Self-Assessment: Take a moment to reflect on your leadership style. How are your teams feeling? Is there fear, resentment, or a lack of open communication? Ask trusted people (mentors, colleagues) how they perceive your leadership. Self-awareness is the first step to change.
Active Empathy: Try to put yourself in your employees' shoes. What are their challenges, their aspirations, their fears? Try to understand their perspectives before judging or making demands. A leader who understands their people can motivate them more effectively.
Focus on Development, Not Just Control: Your primary role is not to micromanage or impose, but to guide, mentor, and develop your team's potential. Invest time in teaching, providing constructive feedback (following the "One Minute Manager" principles), and celebrating achievements.
Clear and Respectful Communication: Be transparent about expectations, goals, and changes. Communicate respectfully, even when delivering difficult news. Avoid public humiliation, sarcasm, and destructive criticism.
Humility and Openness to Feedback: Recognize that you don't know everything and that you can learn from your team. Foster a culture where feedback is welcomed, even if it's critical. Be willing to admit mistakes and change your behavior.
Prioritize Team Well-being: Understand that a healthy and motivated team is more productive in the long run. Caring for the physical and mental well-being of your employees is not a weakness, but a strength.
KEN BLANCHARD
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