The toxic handler is a special role within an organization that is played by a certain person who has his regular job to do, however, spends some of his time acting as a mediator between different layers of employees, usually, between common employees and top-management. As a rule, a need for a toxic handler arises when an organization is facing change or is undergoing through certain restructuring processes, in other words, during the periods of instability. During such periods the people experience stress and the entire palette of destructive emotions, like fear, anger, pessimism, depression, and other that definitely do not facilitate productivity. On the contrary, these negative emotions in some cases may totally paralyze the work of the company. It is very important to manage change in such a way that the situation stay under control and allow the company to move on.
The main problem of big organizations during the period of change is the lack of communication. The top management may have the general vision, but lack the understanding of the particular problems of the regular employees. The regular workers from the other side do not have the vision as the management does so they may perceive changes as threats to their personal stability and consequently, experience negative feelings that result in productivity decrease. The toxic handler in such situations does an important job. He is the one who understands the motives and concerns of the two sides and tries to explain both of them what each side really needs or really means by its certain actions. Effective toxic handler acts as an interpreter speaking to each side their ‘language’, but always keeping in mind the goals of the Company. He has to listen with empathy and serve as a compassionate pain-killer for the regular workers. In such a way the employees receive their satisfaction of the need of being heard and the need to express the feelings that they can not express in the presence of the top management. On the other hand, the toxic handler can convey their position to the bosses without fear of being punished or fired. The toxic handler has to be a diplomat who then brings the feedback to the employees, subtly implanting the idea that the top managers are not enemies, so that the employees may calm down and focus on the primary job issues.
One of the important aspects of change management is to make the process of change as clear and understandable as possible. Every change generates resistance and the more unexpected is the novelty, the less possible is to avoid resistance. The best way to embed changes is to have the clear company vision and to communicate it to the employees. I propose that the communication of the foregoing change within the company should start much earlier than the change itself would be realized. Thus the employees will get used to the thought that the certain innovations will be engrained, therefore the news will be anticipated with enthusiasm or at least acceptance, but not with fear of pain. Such measures will make the process of realization of change much smoother and definitely lighten my burden as a toxic handler. In this case my role as a toxic handler will be more in decreasing a gap between the perceptions of top management and the regular employees, than acting as a crisis manager. It is always easier to prepare for the challenge, than to fight the fire when things are going out of control. The inability to handle change properly may cause even worse consequences, like those, for example, that experienced Lufthansa in 2012, when it failed to realize their cost-cutting program. As a result of poor change management and communication the company experienced losses due to strikes of employees, and finally obtained the opposite outcome. (Bloomberg Business, 2013)
In the process of change management it is important to go step by step. If the changes are planned and announce ahead, there is a time for a toxic handler to gather the feedback from the employees, to convey the main concerns of workers to the bosses and maybe even alter some measures in order to make the perception of it to workers friendlier. Thus the people would feel that they are listened to and this consequently will increase their feeling of loyalty to the company. Further, handling changes in the environment of loyal, emotionally stable employees is much more effective.
When the changes are painful and not very positive – the biggest challenge for me will be to deal with the people, who have to be fired. When the unpopular measures should be taking place the hardest phase for the toxic handler will be to comfort those who are left behind. The burden of the knowledge that will soon be the bad news for somebody is the most killing. As a solution I would propose to conduct those sad and unpleasant meetings as soon as possible in order to diminish the period of negative instability for these employees, so that the people could start to adapt themselves to the new circumstances. In addition I would propose to develop a package of compensatory measures that would make the process of firing less painful. These measures may include helping to find a new job, giving positive recommendations, HR-support in terms of coping with the stress, etc. Of course, I acknowledge, that the first reaction of the person being fired may be very negative: anger, tears, some unpleasant words about the company and about me, as a representative of the company. This is a challenge for me as a potential toxic handler and the solution may be to separate myself from the negative feelings expressed by others. I should learn not to take personally that flood of anger, pain and despair that might fall on my head. Maybe, in order to keep my emotional state stable I should consciously practice some relaxation exercises in order to keep myself effective as a toxic handler.
Definitely, the role of a toxic handler is rather challenging, but no one will doubt that it might be crucial in some periods of the life of organization. If a person is assigned such a role in the company, that means he is highly trusted and respected both by the top management and the regular employees. The position of toxic handler can bring a unique experience for a professional in the hard and exciting process of handling change.
References
Frost, P. & Robinson, S. (1999). The Toxic Handler: Organizational Hero – And Casualty. Harvard Business Review. Retrieved from: https://hbr.org/1999/07/the- toxic-handler-organizational-hero-and-casualty
Heaphey, J. (2004). ‘Toxic handlers’ Are Vital And At Risk. Daily Press.
Retrieved from: http://articles.dailypress.com/2004-02-19/business/0402190071_1_workplace-heart-attacks-organizations
Buckley, P. (2013). The Key To Managing Change. Bloomberg Business. Retrieved from: http://www.bloomberg.com/bw/articles/2013-05-01/the-key-to-managing-change
