Latest news with #toxicworkplace
News.com.au
7 days ago
- Business
- News.com.au
King Charles' camp responds after staff quit Highgrove over demands
King Charles' camp has rejected claims of a toxic workplace environment at his estate, Highgrove. It comes following a mass exodus where 11 of the monarch's 12 full-time gardeners quit the lavish grounds over the past three years, according to the New York Post. Charles, 76, was left licking his wounds after multiple frustrated staffers claimed they were 'overwhelmed and underpaid' — allegations confirmed by a 2023 investigation commissioned by the King's Foundation, which manages Highgrove's gardens, the Sunday Times reported. After workers' allegations came to light this week — accusing His Majesty of spewing out unattainable demands, in addition to staff shortages, low wages and even lower morale — insiders from Charles' camp have scoffed at the claims. 'There seems to be quite a few disgruntled former staff members who are out to make trouble for the King's Foundation,' a source close to the king told Vanity Fair. 'The king loves Highgrove and is very proud of everything he has created here,' the insider said of the estate, which Charles purchased in 1980. 'Skimpy bikinis': Royals' shock lewd venues Disgruntled or not, an investigation conducted by independent HR consultancy WorkNest had found evidence of 'staff shortages' and 'poor' management practices, confirming that pay was 'an issue for recruitment and retention.' Despite generating more than $US8 million ($A12.1 million) in income last financial year — higher than any other royal residence — the gardens continue to operate with minimal resources, The Post was told. Still, the probe's discoveries, coupled with the tallying complaints, have been refuted by some of the king's former staffers, including his former senior gardener Jack Stooks. Stooks, who worked at Highgrove for more than 20 years, exclusively told The Post that while Charles does oversee the King's Foundation and its employees, the claims against him are 'unfair'. 'I think the stance toward the king is unfair,' Stooks told The Post, saying he's never had an issue with Charles. 'I don't think this should be aimed quite at him. He's employed the foundation, and, yes, he's part of the foundation, but they are running the garden.' 'The king is putting his trust in them to run it — if they're running it incorrectly or unsuitably, that's not actually on the king, it's on them,' he continued. 'If there are problems, the king can now fix these, and I'm sure that's exactly what he'll now be doing as a result.' The mass resignations followed the departure of one staffer who had worked for the king at Highgrove for decades. Another gardener 'failed his probation after revealing a lack of knowledge about a particular flower, instantly losing Charles' trust,' the Times reported. 'Don't put that man in front of me again,' Charles allegedly said of the staffer. Following the allegations revealed this week, the King's Foundation told The Post that it takes 'staff welfare extremely seriously'. 'We strive to be an exemplary employer,' a spokesperson for the organisation said. 'We are proud to regularly report very high satisfaction rates in our annual staff survey.' 'Our staff turnover is well below the national average, as is the number of formal grievances raised. For the gardening team at Highgrove specifically, we regularly review guidance from the Professional Gardeners Guild for pay benchmarking.' 'Highgrove has also seen many positive developments since the King's Foundation became the charitable custodian of the gardens,' the statement went on. 'Since 2022, the operating profit has more than doubled, a new education facility teaching traditional heritage skills to hundreds of students has been established, and visitor numbers continue to reach over 40,000 annually.'
Forbes
21-07-2025
- Business
- Forbes
How To Know You're Working For A Narcissist—And What To Do About It
Selfish man puts a crown on his head, he stands on a man in the form of a bridge over a precipice. ... More Concept of selfishness Great leaders inspire—narcissists control. If your boss demands loyalty, constant praise, and complete obedience—but offers none in return—you're not just in a toxic job. You're in psychological danger. And it's more common than you think. UC Berkeley's Professor Jennifer Chatman describes narcissistic leaders as 'grandiose, dishonest, blame-throwing, and credit-stealing.' They have a unique toxic ability to destroy trust, stifle collaboration and drive top performers out the door. Five Red Flags You're Working For A Narcissist It's all about them You've seen it before. A narcissistic boss will hijack meetings, embellish their importance, and rewrite the narrative by claiming the great ideas are theirs, often at your expense. Here are the tell-tale signs you should pay attention to: Praise is a trap They'll love-bomb you early, then pull back. This 'idealize-devalue-discard' cycle leaves you chasing approval you'll never consistently get. Feedback is dangerous Refusal to accept feedback is the top sign of a bad boss. Narcissistic leaders don't just ignore feedback—they retaliate against it. They divide to control They have favourites, and everyone knows it. They're shy about showing preference and very quick to punish when the mood changes. You will see the ongoing shifting of alliances, and they are masterful at pitting colleagues against one another. Confusion, chaos, and fear are their recipe for keeping those around them under control. They manage up, not down Image is everything for them. They perform for senior leaders while undermining the people they lead. Remember, narcissistic bosses aren't just demanding—they're destabilizing. When left unchecked, they become the perfect storm to infect corporate culture. What This Does To Your Mental Health When you're working for a narcissist, it can lead to significant mental health issues. Often, it triggers anxiety, burnout, and in extreme cases, symptoms of PTSD. The ongoing criticism, blaming, shifting landscape and emotional unpredictability can lead to chronic stress that impacts your mind and body. As your confidence wanes, you doubt your capacity and abilities, overwork yourself to gain approval, and withdraw from your support networks. Narcissistic leaders can cause intense self-doubt and emotional exhaustion, making even the most competent professionals question their worth. But here's the thing - you're not powerless. Five Strategies to Protect Yourself and Take Control Here's how you take back control and crush the toxic boss. 1. Set boundaries early and stick to them Narcissists test boundaries—constantly. Get clear on your non-negotiables for mental health: maybe you're not available 24/7, you won't accept disrespect, and you expect basic decency. Once you draw the line, hold it. Relentlessly. 2. Document everything Document, document, document. Keep a log of conversations, deliverables and any signs of manipulation or gaslighting. Ensure you note the time, date, who was there, what was said and how it impacted you. 3. Speak in facts, not emotion Skip emotional confrontations—you won't win. Stick to neutral, factual language: 'When we talked on Monday, you asked me to X. On Wednesday, you said Y. Now you're saying Z.' Let the inconsistency speak for itself. 4. Build horizontal alliances Trust your peers, not the hierarchy. Build your network inside and outside your organization, as these buffers counter the isolation narcissists create. 5. Know when to walk Sometimes the healthiest move is a strategic exit. If your mental health is being impacted and efforts to cope or confront fail, polish off your CV because it's time to leave. Final Word You're not too sensitive. You're observant. If your boss demands loyalty, shuts down feedback, and makes everything about themselves, you're not dealing with a difficult personality—you're dealing with a narcissist. It's not you—it's them. Protect your sanity. See the signs for what they are. And if your organization enables the abuse, walk away. Narcissists don't tend to change—and staying will cost you more than your job.
Irish Times
08-07-2025
- Irish Times
Receptionist called a 'lazy b***h' by co-worker says apology wasn't ‘genuine'
A medical clinic receptionist claims she was forced to quit because her employer failed to address a 'toxic' work atmosphere after she said a colleague repeatedly called her a 'lazy b***h' to her face. The worker, Gwen Doyle, has complained that the apology she got from her colleague after a workplace investigation was 'not genuine' and that the other worker was simply 'told what to say'. In a complaint under the Unfair Dismissals Act 1977, Ms Doyle has alleged she was constructively dismissed in October 2024 from the Athboy Family Practice in Co Meath, where she had worked for 19 years. Her trade union, Siptu, told the Workplace Relations Commission (WRC) at a hearing on Tuesday that the clinic's management denied her natural justice in investigating her formal grievance about the incident and failed to address a 'toxic' workplace environment READ MORE That left her with 'no other option' except to consider herself constructively dismissed, it was submitted on her behalf. The employer is contesting the case – its solicitor, Terry Gorry, stating that it made 'strenuous efforts' to resolve the formal grievance. Giving evidence to the WRC on Tuesday, Ms Doyle said that on a date in April 2024, she was on a call dealing with a repair of a computer when her colleague turned to her and said: 'Answer the phone, you lazy b***h.' Ms Doyle said her reply was: 'Sorry, what did you say?' Her colleague then said: 'Answer the phone, you lazy b***h, you do nothing in here,' the complainant said. She said she went and reported the remark to the practice manager, Kirsty Sanderson, who sent her to the canteen. 'I couldn't speak. I was in bits over the whole thing,' Ms Doyle said. She said she agreed when Ms Sanderson proposed getting the other receptionist to apologise. The other receptionist then came to the canteen and Ms Sanderson told her: 'You'll have to apologise,' Ms Doyle said. 'I've no intention of apologising. You are a lazy b***h,' was the other worker's reply, the complainant said. Ms Sanderson then made reference to 'numerous complaints' about Ms Doyle, the complainant added. The practice manager then said: 'You have no interest in your job. You're bringing your family life into it,' the complainant added. 'I was put in a back room and told to stay there. [The other receptionist] was told to go to reception,' Ms Doyle said. Ms Doyle said she remained in the room until lunchtime, when Ms Sanderson went to her and asked whether she was going to for her lunch. On her return, Ms Doyle said she told Ms Sanderson: 'I need a list of the complaints against me.' 'She said: 'You're not getting them.' I said: 'I want a written apology,'' Ms Doyle added. She said she then returned to her normal place of work at the clinic's reception and worked until 5pm, but that it was a 'toxic environment'. The tribunal heard Ms Doyle took sick leave and remained on sick leave thereafter, except for one day when she was persuaded by a colleague to return because the clinic was 'stuck'. 'It was absolutely horrendous,' she said. Ms Doyle said both Ms Sanderson and the other receptionist apologised to her following a formal grievance process that was completed in July 2024. She said the other receptionist told her: 'Sorry for what I said.' 'That was it, and she just walked out,' Ms Doyle said. 'Kirsty said: 'I'm sorry for what I said, but I refute some of the things you said in your report,'' she added. 'They were not genuine. Both apologies were not genuine. They were told what to say,' the complainant said. 'I could not go back into the work environment. It was too toxic. It wouldn't have been good for my health, mentally or physically,' she said. Ms Doyle's trade union advocate, Peter Glynn said the grievance investigation was 'shallow and lacked substance'. He added that when Ms Doyle took issue with the grievance outcome, she received correspondence stating that the incident had been 'dealt with' and the matter was 'closed'. This remained the position after Ms Glynn got her trade union got involved, Mr Glynn submitted, though the employer did state that it was 'willing to look at rosters to identify the best working environment', he added. Ms Doyle's position was that no matter what hours she was given, she would still be required to work with Ms Sanderson. The tribunal heard the employer objected when the union referred the case to the WRC for consideration under the Industrial Relations Act 1969 in September last year. 'Mediation was sought and offered. The employer failed to engage,' Mr Glynn said. At this stage, Ms Doyle was left 'no other option' except to conclude she had been constructively dismissed, he added. Adjudication officer Michael McEntee has adjourned the matter to later in the summer, when Mr Gorry is expected to continue with his cross-examination of the complainant. Ms Sanderson is expected to give evidence at a later stage in the case, as are Dr Anthony Ryan and another member of the clinic's staff, Catherine Dolan.
Forbes
24-06-2025
- Business
- Forbes
5 Ways To Tackle A Lack Of Engagement In The Workplace
Less than a quarter of employees globally are engaged at work Last year the percentage of engaged employees globally fell to 21% from 23% in 2023, with manager engagement tumbling to 27% from 30%, according to the Gallup State of the Global Workplace: 2025 Report. What's more, this loss of engagement cost the world economy a staggering US$438 billion in lost productivity. So, as work demands continue to mount, how can leaders ensure their teams are energized, motivated and committed to work? Here are five ways they can proactively tackle disengagement in the workplace: 1. Confront toxicity One pressing barrier to workplace engagement is the persistence of toxicity. Toxic behaviors within teams include bullying and harassment, micromanagement, gossiping, inappropriate behavior, favoritism and outright discrimination. 'Many workers disengage simply because they don't feel respected or included,' says Faye Allen, a chartered quantity surveyor and author of Building Women. 'When people face exclusion, sexism and microaggressions, they often withdraw.' Allen argues that by addressing toxicity at work – as well as cultivating diversity and inclusion – leaders can unlock collaboration and fresh ideas that might otherwise go untapped. 'Your commitment to inclusion fosters a workplace culture where individuals feel seen, valued, supported and empowered to contribute fully,' she says. 'Tackling disengagement starts with building safe, inclusive spaces where everyone has the opportunity to thrive.' To address declining employee engagement, Dr Rich Stockdale, CEO of natural capital non-profit Oxygen Conservation and author of Scaling Conservation, advocates for radical transparency. This is an approach that promotes openness, honesty and full disclosure within an organization. 'If you want your team to feel genuinely engaged, you must provide them with all the necessary information and involve them in the decision-making process', Stockdale explains. 'For example, beginning the week with a highly structured and focused team meeting opens a forum to discuss key projects, business performance and all the issues and challenges for the week ahead.' According to Stockdale, this kind of radical transparency not only builds trust but also a culture of continuous learning, both essential for sustained engagement. When mistakes are openly discussed and seen as opportunities, team members feel safer to participate and contribute ideas. Stockdale believes that radical transparency is an 'invitation for everyone to engage in thoughtful conversations, evaluate the potential consequences and seek innovative solutions, further deepening engagement.' 3. Use storytelling to communicate 'Communication skills are a vital component of a leader's engagement toolkit,' argues Elliot Kay, impactful communication specialist and co-founder of The Speaker Awards. He believes that to truly engage a team, leaders must move beyond simply describing the work and toward storytelling with authenticity. 'While the facts are crucial, it's the way that you communicate these that secures your team members' attention and commitment,' says Kay. 'The best communicators cut the fluff and are aligned with their core purpose. They explain the 'why' and demonstrate appreciation for their team's input and expertise because it is these elements that help people build a sense of connection with their work, their colleagues and the organization.' It's essential that leaders adapt to the communication styles of others. For some, precise statistics will be engaging while others will be more interested in an inspiring story or example. 'An effective leader will understand how to tailor their communication style to a particular team or individual,' notes Kay. 'This extends to tone of voice and physical presence too.' 4. Align everyone around the shared goal Ritavan, a technology entrepreneur and author of Data Impact, believes that leaders should use a military practice called Commander's Intent to boost engagement. 'It encourages leaders to clearly communicate their overarching goal, empowering and aligning their teams to act autonomously while maintaining accountability,' Ritavan explains. Commander's Intent can be described as a clear description of what a successful mission will look like. It can enable employees to act intelligently, independently and with agility. When this approach is adopted, success is measured against achieving the mission's intent, not merely in terms of following instructions or a roadmap. 'Commander's Intent helps to ensure everyone involved knows their goal and the overall vision of how to achieve it,' says Ritavan. 'This allows people to assess the scope within which they can operate and the types and levels of risks that are acceptable. In turn, you can expect that team members know their work better, do their work better and collaborate better.' 5. Empower middle managers According to Gallup, 70% of the variance in team engagement is determined solely by the manager. For this reason, Chris Spratling, founder of advisory business Chalkhill Blue and author of The Exit Roadmap, recommends investing in training and fostering autonomy to empower middle managers. 'If your managers are disengaged, their teams are too,' he observes. Spratling believes that by investing in leadership development programs, mentoring and coaching, organizations can equip middle managers to take on greater responsibility. He explains: 'This not only distributes leadership more effectively throughout the business but also deepens managers' sense of ownership and connection to the company's mission.' Empowered middle managers act as a vital bridge between senior leadership and frontline staff, according to Spratling. 'By sharing power across multiple layers of your organization, you decentralize control and create a ripple effect,' he says. 'Engaged managers lead more connected, motivated and high-performing teams, ultimately driving stronger business outcomes.' The importance of tackling a lack of engagement in the workplace Lack of engagement is a major workplace problem, as the Gallup research attests. That's why leaders should prioritize tackling it and focus as much as possible on getting their people back on board.
Forbes
23-06-2025
- Business
- Forbes
7 Job Posting Red Flags You Can't Afford To Ignore In 2025
Identifying job posting red flags early can help you steer clear of toxic workplaces. The job market has become a minefield of deceptive practices, with 81% of recruiters posting "ghost" jobs that don't actually exist. As companies compete for talent, many craft job postings with language that masks toxic work environments, unrealistic expectations, and compensation issues. To help you dodge these toxic roles and land better opportunities, I've identified the seven most damaging job posting red flags that signal trouble ahead—and exactly how to handle each one when you encounter it. 1. The "Unlimited PTO" Trap Unlimited paid time off sounds like the ultimate employee benefit, but it's often a strategy designed to improve a company's balance sheet rather than enhance employee well-being. While only 8% of American employers offer this perk, career experts warn that it frequently leads to employees taking less vacation time due to guilt and unclear boundaries, with time off typically requiring employer approval despite the "unlimited" label. Ask these key questions: "What's the average number of PTO days employees actually take per year?" and "Can you walk me through the approval process?" Warning signs: Vague responses about "as much time as you need" or emphasis on "getting work done first" without clear boundaries. Look for instead: Companies with specific minimum PTO requirements (e.g., "15+ days encouraged") and leadership that actively models time off. 2. Vague Compensation Language Job posting phrases like "competitive salary," "salary commensurate with experience," and "uncapped earnings potential" are red flags that typically indicate below-market compensation, a lack of transparent pay structure and limited negotiation room. "Uncapped earnings potential" is particularly concerning, as it usually means extremely low or non-guaranteed base pay with income heavily dependent on difficult-to-achieve commissions or bonuses. Research first: Use salary sites (Glassdoor, PayScale) to know market rates and check if the company is in a salary transparency state. Ask directly: "What's the salary range for this position?" and "What percentage of employees hit their bonus targets?" Negotiate smartly: Focus on base salary rather than total compensation potential, and get everything in writing. 3. The "Family" Culture Warning When job postings describe companies as "like a family," this seemingly warm phrase often masks concerning workplace dynamics, including blurred professional boundaries, unpaid overtime expectations, emotional manipulation to increase workload and informal decision-making processes that favor certain employees. Companies with genuinely supportive cultures describe their environment in specific terms, highlighting concrete benefits, career development opportunities and clear advancement paths rather than relying on emotional language. Ask for specifics: "Can you describe your promotion process?" and "What are the boundaries around after-hours communication?" Watch for: Responses emphasizing "loyalty" over development or company social events being highlighted as primary benefits. Seek instead: Clear organizational charts, documented overtime policies and specific professional development budgets. 4. Unsustainable Work Expectations Job posting terms like "fast-paced environment," "thrives under pressure," and "work hard, play hard" often signal deeper organizational problems, including understaffing, unrealistic deadlines, poor work-life balance and high employee turnover rates. Companies using this language frequently try to normalize unsustainable work conditions by framing them as exciting challenges, which can translate to mandatory "optional" events, unpaid overtime and expectations to always be "on." Clarify expectations: Ask about typical work hours, average employee tenure and how they handle stretched resources. Research thoroughly: Check Glassdoor for mentions of burnout and whether the company consistently hires for the same roles. Assess your fit: Consider your stress tolerance and whether the experience is worth the potential risk of burnout. 5. The Jack-of-All-Trades Deception Phrases like "wear multiple hats," "jack-of-all-trades needed," and "diverse responsibilities" often reveal that one person is expected to do the work of several employees due to inadequate staffing, limited resources and unclear role boundaries. Employees in these positions frequently become overwhelmed, unable to develop deep expertise and struggle to demonstrate clear achievements for career advancement—all while receiving compensation that doesn't align with the breadth of responsibilities. Get specific: Ask what percentage of time you'll spend on each responsibility and what support systems are in place. Evaluate compensation: Research salaries for each responsibility mentioned and negotiate based on the combined scope of work. Consider timing: This approach may be suitable for startups with equity or roles that have clear growth trajectories but avoid it if unclear reporting structures exist. 6. The "Entry-Level" Myth "Entry-level position requiring 3-5 years of experience" is one of the most frustrating contradictions in job postings, signaling that companies want advanced skills without paying for experienced professionals. These positions create impossible barriers for genuine entry-level candidates while potentially undervaluing experienced professionals, often indicating that companies lack understanding of their actual staffing needs or are attempting to justify below-market compensation. For newer candidates: Apply if you meet 60-70% of the qualifications and highlight transferable skills from relevant projects or educational experiences. For experienced candidates: Question the classification directly and research the compensation for mid-level positions at the company. Universal approach: Seek companies with honest level designations ("Associate," "Junior") and clear career progression paths. 7. Transparency and Communication Issues Job postings that lack clear information about roles, responsibilities, benefits and company structure represent a significant warning sign that legitimate employers should never exhibit. Companies that are evasive about basic job details, including vague job descriptions, missing reporting structures, unclear benefit descriptions and inconsistent information across platforms, are likely to continue this pattern of poor communication once you're hired, extending to performance expectations, advancement criteria and company policies. Cross-reference everything: Compare job postings across platforms and research the company's organizational structure on LinkedIn. Ask for clarity: Request detailed job descriptions, reporting structures and benefit information because legitimate employers will provide these. Walk away if: You get multiple evasive responses, inconsistent information from different interviewers or pressure to decide without full details. Protect Yourself from Job Posting Red Flags Employees who overlook these warning signs during their job search often find themselves trapped in unsuitable roles for months. Many report that toxic workplaces take a serious toll on their mental health. When professionals get stuck in dysfunctional positions, their career growth also stalls significantly. That's why spotting job posting red flags is crucial. Learning to recognize these warning signs early protects you from unhealthy work environments and positions you for long-term career success.
