Latest news with #workplaceculture
Forbes
5 hours ago
- Business
- Forbes
Why CEOs Yelling At Employees Is A Symptom Of A Bigger Leadership Crisis
The Anatomy of Parent-Child Leadership When employees bring problems to their leaders, a dangerous dynamic often emerges, one that turns capable professionals into helpless children and transforms managers into overbearing parents. This "parent-child" leadership style isn't just outdated; it's actively undermining performance, stifling innovation, and creating toxic workplace cultures. And it's not limited to middle management. Look no further than recent CEO behavior, like public scolding, town hall tirades, and memo-driven shaming campaigns. Whether it's a famous CEO warning remote workers they're not doing enough or other leaders lambasting teams for lack of "hustle," we're seeing textbook examples of a leadership style that infantilizes employees rather than empowering them. The Anatomy of Parent-Child Leadership Parent-child leadership generally takes two forms, both equally destructive. The first is the helicopter parent leader, constantly stepping in to fix problems for their team. A customer complaint comes in, and the leader says, "I'll just handle this myself." While that might feel helpful in the moment, it erodes confidence and deprives employees of growth opportunities. The second is the critical parent; the leader who responds to problems with blame and disappointment: "How could you let this happen?" or "You know better than this." This style fosters defensiveness, secrecy, and a culture of fear. At the heart of both behaviors is anxiety. As leaders ascend the hierarchy, they gain power but lose direct control over day-to-day outcomes. That loss of control creates discomfort. For some, the reaction is to clamp down, either by micromanaging or by reprimanding. But both reinforce the same message: I don't trust you to solve this. The CEO Version of Critical Parenting It's easy to spot this dynamic in the highest levels of leadership. When CEOs berate teams in all-hands meetings or ridicule employees in public memos, they're not exercising strong leadership; they're exhibiting anxiety-driven control. These are not courageous or candid conversations; they're corporate versions of "I'm not mad, just disappointed." The problem? These behaviors cascade. When senior leaders model parental behavior, middle managers mimic it. Teams stop thinking for themselves. Innovation dies. Accountability fades. And the data backs this up. That last point is especially troubling. When leaders solve every problem or respond with criticism, they create dependence. Employees stop thinking critically because they've learned someone else will handle it—or that trying will only get them in trouble. The Hidden Cost of Control Parental leadership might feel efficient in the short term, but it carries steep long-term costs. Research from Leadership IQ shows that employees whose leaders respond constructively to problems are 12 times more likely to recommend their company as a great place to work. Those with a high internal locus of control (meaning they believe they can shape outcomes) are 136% more satisfied with their careers than those who've been conditioned to depend on their bosses. Now contrast that with this stat: only 5% of leaders consider themselves highly effective at turning average performers into high performers. Why so few? Because the parent-child dynamic blocks the development path. It removes the very conditions, like ownership, challenge, and feedback, that spark real growth. And at scale, this becomes a systemic issue. Organizations that run on parent-child dynamics can't build capacity. They stay locked in reactive mode, forever dependent on top-down direction. The very leaders who want initiative and accountability are the ones inadvertently killing it. The Seven-Word Solution There is a simple, powerful tool leaders can use to shift from parent-child to adult-adult relationships. When an employee brings you a problem, ask them: "What's your plan for solving this issue?" These seven words communicate trust, transfer ownership, and encourage problem-solving. They say, "I believe you're capable," rather than, "Let me fix it." And they fundamentally change the tone of leadership from supervision to support. But for many leaders, especially leaders driven by power, the shift is deeply uncomfortable. Our research shows that about 14% of people are power-motivated, but senior executives are 75% more likely to be driven by power than frontline employees. That means the very people who most need to let go often have the hardest time doing so. The irony? Leaders who can't release control limit their own growth. They stay trapped in tactical firefighting roles, never evolving into strategic thinkers or talent multipliers. Building Adult-to-Adult Cultures Moving away from parent-child dynamics takes more than a single question. It requires a fundamental change in how leaders approach performance, development, and feedback. Start by making expectations explicit. Help people understand what "Great Work" looks like, so employees don't need constant correction. Praise suggestions and curiosity, not just outcomes. Replace blame with coaching. And most importantly, examine your own triggers. Are you stepping in because the problem is urgent or because uncertainty makes you uncomfortable? Are you criticizing because it helps the employee or because it soothes your own anxiety? Leaders who can answer these questions honestly can start to create the conditions for a culture of trust, initiative, and sustainable high performance. The Real Risk Isn't Failure, It's Stagnation Some of your best people are already looking for environments where they'll be treated like adults. If they can't bring ideas without getting scolded or make decisions without being second-guessed, they'll leave. The ones who stay? They're often the ones who are happy to be micromanaged. So yes, that CEO rant might get headlines. But what it signals internally is far more damaging. Parent-child leadership feels like control. But what it really breeds is dependence, disengagement, and mediocrity. The alternative, namely adult-to-adult leadership, isn't just more respectful. It's more effective. And it might just start with a single question: What's your plan for solving this issue?
The Independent
8 hours ago
- Business
- The Independent
Gwyneth Paltrow's Goop has struggled to make consistent profits, new book claims
A new biography by Amy Odell claims Gwyneth Paltrow 's Goop healthcare and wellness brand has a 'chaotic and sometimes toxic' workplace culture. The book alleges Goop has struggled with sustained profitability, attributing this to Paltrow's 'impatience and perfectionism' and a lack of clear business strategy. Within the last two years, Goop reportedly lost at least 140 employees, including its chief financial, technology, revenue, and content officers. Odell states that many former employees were hesitant to speak about Paltrow, with some having signed non-disclosure agreements. The biography also details Paltrow's alleged rude behavior towards high-profile individuals, including former partners Brad Pitt and Ben Affleck, and distancing from Madonna.
Yahoo
a day ago
- Business
- Yahoo
xSuite Group Receives Great Place to Work Certification
Amazing_Culture!_US Press Release xSuite Recognition confirms the software company's commitment to creating an exceptional workplace culture Ahrensburg/Germany, July 29, 2025 – xSuite Group, a global software provider specializing in automated business processes, has officially been recognized as a 'Great Place to Work®.' The certification is awarded by the international research and consulting institute of the same name and is based on a validated process that assesses a company's workplace culture. To earn the certification, xSuite underwent a thorough review process that included anonymous feedback from employees and an evaluation of its HR practices and programs. The company, which provides innovative SaaS and software solutions—especially in the area of invoice processing within SAP—places strong emphasis on both customer-centric development and the personal and professional growth of its global team. 'We're incredibly proud of this recognition—especially because it reflects the positive feedback of our employees both in Germany and abroad,' said Haiko van Lengen, CEO of xSuite Group. 'It's a testament to the strong team spirit that defines our company culture every single day.' The survey results speak for themselves: 83% of employees rate xSuite as a 'great place to work' 96% feel they have the resources and tools needed to succeed 92% of new hires report feeling welcomed 94% agree that their managers trust them to do a good job without micromanagement 'Expertise and experience form the foundation of our success,' van Lengen continued. 'We strive to grow continuously as a team and to adopt the latest technologies so we can deliver innovative solutions to our customers. We're particularly proud of our work in artificial intelligence and our ongoing efforts to remain at the forefront of SAP-related innovation.' Evelyn Funke, Global Vice President of Human Resources, added: 'At xSuite, every single employee plays a vital role in our success—whether through writing code or delivering customer solutions. We take responsibility for our clients' business processes and the quality of our products. While the company is on a strong growth trajectory, we remain committed to maintaining a family-like atmosphere that encourages creativity and open collaboration. Our informal culture fosters a sense of belonging, allowing everyone to be themselves while contributing meaningfully to the larger mission.' About Great Place to Work® Great Place to Work® is a global authority on workplace culture, helping organizations develop strong employer brands and gain a competitive edge. Certification is based on a representative and anonymous employee survey and a cultural audit of the organization. The institute surveys over 20 million employees each year across 18,000 companies in 170 countries. The German branch, founded in 2002 and headquartered in Cologne, employs around 100 staff members. It was launched at the initiative of the European Commission as part of the Lisbon Strategy to provide a credible tool for promoting and recognizing effective workplace cultures. About xSuite Group xSuite is a software manufacturer of applications for document-based processes and provides standardized, digital solutions worldwide that enable simple, secure, and fast work. We focus mainly on the automation of important work processes in conjunction with end-to-end document management. Our core competence lies in accounts payable (AP) automation in SAP (including e-invoicing), for leading companies worldwide, as well as for public clients. This is supplemented by applications for purchasing and order processes as well as archiving – all delivered from a single source, including both software components and services. xSuite solutions operate in the cloud or in hybrid scenarios. We take pride in the high-quality solutions we offer, as evidenced by the regular certifications we receive for our SAP solutions and deployment environments." With over 300,000 users benefitting from our solutions, xSuite processes more than 80 million documents per year in over 60 countries. Founded in 1994 and headquartered in Ahrensburg, Germany, xSuite has around 300 staff across nine locations worldwide – in Europe, Asia, and the United States. Our company has an established information security management system that is certified in accordance with ISO 27001:2022. Press Contact Headquarters:Barbara WirtzxSuite Group GmbHMarketing & PRTel. +49 (0)4102/88 38 Attachment Amazing_Culture!_USError in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
3 days ago
- Business
- Yahoo
Hampshire home care team wins awards for quality and workplace culture
A home care provider has scooped two national awards for its services and workplace culture. Right at Home Mid Hampshire, covering Eastleigh and Chandler's Ford, was named Best Home Care Provider at the Business Awards UK and earned 5-Star Employer status in the WorkBuzz 2025 survey. Shannon Haines, registered manager, said: "To be recognised both for the quality of care we provide and the support we give our team is a huge honour. "We're so proud of every caregiver, coordinator and support staff member who goes above and beyond every single day. "This is a win for our whole community." READ MORE: Totton Hearing Centre marks eight years of service The Business Awards UK judges praised the company for its positive client feedback, community initiatives, and commitment to person-centred care. The 5-Star Employer rating was based on direct feedback from staff, reflecting high levels of satisfaction, professional development, and organisational culture. The provider is rated Outstanding by the Care Quality Commission.
Daily Mail
5 days ago
- Entertainment
- Daily Mail
'I'm not a groper!': Tearful Gregg Wallace claims he is 'sorry' to the 41 people he hurt following BBC axing and backs co-host John Torode despite rift rumours saying he's 'not racist'
Gregg Wallace has claimed he is sorry for hurting the 41 people accusing him of being 'a sex pest'. The former Masterchef host, 60, tearfully pleaded 'I'm not a groper, a sex pest or a flasher' in his first interview since the BBC axed him following complaints from multiple women over several years. The former TV show host added that he feels unfairly treated and claims he has been discussed in the same breath as sex offenders Jimmy Savile and Huw Edwards which he says has taken a toll on him and his family. He told The Sun that he understood some of his actions may have offended people and 'weren't socially acceptable' but denied being a 'wrong-un'. The 60-year-old stepped down from the hit BBC cooking show after complaints were made about his behaviour and following a report into his conduct, 45 of 83 complaints were upheld. Wallace also backed his former Masterchef co-host John Torode, claiming: 'He's not a racist' and said his biggest regret was ever venturing in to TV work, adding his life was much better when he was a greengrocer. The ex Eat Well for Less? presenter told the newspaper that while he didn't deny being guilty of some of the claims - which included dropping his trousers in front of staff and using inappropriate innuendos - he believed things had been 'perceived incorrectly'. He said his actions were the result of learned behavior and workplace culture, adding: 'In a room of 200 people, one person complained about my knob joke. It sounds a lot, but you have to consider that I don't work in an office.' Wallace's comments come after it was revealed that the BBC would air its amateur 2025 series of MasterChef. In the nine months since the hit BBC programme finished filming last Autumn there have been questions over whether it would ever be broadcast following allegations of inappropriate behaviour against presenters Wallace and Torode. Now the corporation has revealed that the amateur series of MasterChef filmed last year, before allegations against Gregg and John were upheld, will be broadcast on BBC One and BBC iPlayer from August 6. The MailOnline understand that the BBC have told the MasterChef production company Banijay that the show should reduce Gregg and John's screen time to a minimum in light of the report's findings. The MailOnline understand that the BBC have told the MasterChef production company Banijay that the show should reduce Gregg and John's screen time to a minimum in light of the report's findings A source said: 'The BBC have made it clear that it should limit the amount of airtime the presenters have in the editing of the new series, with a bigger focus on the contestants who are at the heart of the competition.' 'Neither Gregg nor John will appear in BBC iPlayer thumbnails and they will not be doing any promotional activity around the latest series.' 'All of the brilliant new contestants were consulted on whether the series should be broadcast, and no one objected.' 'Everyone involved is very keen to promote the hard work of the contestants and that will be our priority.' The BBC said it had taken the decision to broadcast the unaired series 'after careful consideration and consultation with the contestants'. In a statement, the corporation said: 'MasterChef is an amazing competition which is life-changing for the amateur chefs taking part. The focus of it has always been their skill and their journey.' The BBC also said it had not yet taken a decision on the completed celebrity series and Christmas special, filmed with Torode and food critic Grace Dent. In its statement, the BBC said: 'This has not been an easy decision in the circumstances and we appreciate not everyone will agree with it. 'In showing the series, which was filmed last year, it in no way diminishes our view of the seriousness of the upheld findings against both presenters. We have been very clear on the standards of behaviour that we expect of those who work at the BBC or on shows made for the BBC. 'However, we believe that broadcasting this series is the right thing to do for these cooks who have given so much to the process. We want them to be properly recognised and give the audience the choice to watch the series.' The BBC concluded its statement by describing MasterChef as 'a brilliant, much-loved programme which is bigger than any one individual'. 'There are many talented, dedicated and hard-working people who make the show what it is. It will continue to flourish on the BBC and we look forward to it returning stronger than ever in the future.' But some people are not happy with the decision, including former workers on the show. While former contestants on the show previously said that being on MasterChef can be 'life-changing' for them. Some of the women who came forward with claims against Gregg have said they didn't think it should be shown. One former MasterChef worker told BBC News it would show 'a real lack of respect' to people like her if the series was aired, while another warned it would 'make a mockery' of the people who have spoken out.
