Real Stories of toxic leadership

Squeezed to the last drop

5 min read

Company type
In medium to large corporations

Toxic pattern
exploitation
overworking
lack of support

“I worked as a project manager at a consulting firm. After COVID, to keep their operational costs as low as possible, they managed projects worth millions of dollars by using very lean teams.

As a lot of the work was outsourced to another country to keep the costs low, I ended up working in two time zones, making my shifts 12 hours long. Some of the calls would go for 2-3 hours. Sometimes, I had to jump on calls on Sunday night because it was Monday morning in the other time zone.

At first I didn’t recognize the impact this was having on my health even though I was having calls late at night and then very early in the morning. I wasn’t sleeping well, I wasn’t sleeping enough and this situation lasted for a year. I was constantly overworked and stressed.

I decided to make the management and the founders aware. Because I am a migrant and don’t have the same kind of freedom of movement as the locals, they knew that even if I said I was unhappy, the chances of me actually leaving were low. They also gaslighted me by saying that I was the only one complaining about the amount of work and everyone else was working the same hours and none of them were unhappy.

The turnover was insane. Every month I saw emails from people announcing they were leaving. Some lasted only 2 months. The bosses kept the “We are hiring” sign up, not because the company was growing but because these jobs were constantly being made available. Is it expensive? Yes, it is very expensive when an experienced employee leaves but HR and junior consultants were seen as disposable.

The leadership roles in these departments were being taken by young and hungry, inexperienced people who after a short time would leave having achieved pretty much nothing. There was also little loss of knowledge in this way. Those who stayed in these roles, seemed to know that they were not experienced enough to be given this level of responsibility and pay, and they kind of figured out that all they actually needed to do was be compliant.

The team was built of young inexperienced people and migrants. The quality of our daily lives and our futures highly depended on this job. It was humiliating, exhausting and extremely unhealthy.

I am now working in another place but the trauma of those three years spent working in fear and under pressure, stripped of dignity is still with me at work and in my private life. It shows up through anxiety and panic attacks, whenever there is a hint of pressure to work longer hours. I have to make a conscious effort to believe my work and my person have value. It is a daily struggle which takes a lot of my energy away from my family. Three years of working for that company and now years of dealing with residual trauma. Therapy is very expensive. I can’t afford it. I do what I can to lead a happy life and be the best father, husband and son I can be. But it is very, very hard.“

More experiences of toxic leadership

In large (trans)national prestigious organizations

Big organizations carry a lot of prestige. Most are hierarchical, slow in adapting to change and have a reputation for tolerating a lot of abuse. The larger and more prestigious, the less accountability for the people at the top. This combination of prestige, legacy, hierarchy and no accountability is the perfect environment for toxic leaders to prevail. Whether it’s the UN, EU, or government - once you’re in and things turn toxic, anonymously shared stories suggest that in these types of work environments very little is done to support targets of psychological violence and harassment.

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Speak up - become the next target

Toxic pattern
lack of accountability
ignoring grievances
retaliation
gossip

You have been working for this company for years, and grew tired of the unhealthy culture normalizing gossip and bullying. As you witness multiple people get hurt, you decide to speak up in hope of making a difference. The only difference is how you are treated now. You become the new target. Next in line to have their reputation and future at the company destroyed.

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Just move him to another department

Toxic pattern
lack of accountability
ignoring grievances
favoritism

You and your colleagues are bullied. You follow the process of filing a complaint but no action is taken until things escalate. What action is taken? The bully gets extra time off to “decompress” and then is moved to another department.

In small to medium companies and NGOs

Small companies, medium companies and NGOs, often struggle for resources. This means that short term gains sometimes take precedence over long-term sustainability. One of the most crucial aspects of a healthy, sustainable company are satisfied and fulfilled employees. Other times, a small company is doing very well until it starts growing. Suddenly, the wellbeing of employees takes the back seat as the chase after profitability clouds better judgment.

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Growth over culture

Toxic pattern
discrimination
removing processes designed to support justice and diversity
lack of accountability

You work at a promising startup with a vibrant culture. A shift in leadership priorities following rapid growth leads to new HR policies dismantling the inclusive environment, fostering racism and toxicity. Attempts to address the issues resulted in unfair treatment and ultimately, termination.

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Friends to foes

Toxic pattern
sabotage
threats
harassment

You join a new team, start a new life. You make a work friend who becomes a mentor and a friend only to one day turn on you and try to get you in big trouble. You become a target of threats, a topic of gossip. The leadership knows but doesn’t stop the bully. The HR tells you to “deal with it”.

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