Navigating Workplace Toxicity: Sharyl Volpe Of Harmonious Workplaces On Strategies for a Healthier Work Environment
An Interview With Vanessa Ogle
Do not allow yourself to participate in gossip or hearsay. Get to the truth of what you hear and find out the facts before making a decision and acting on it.
Toxic work environments can have a significant impact on employees’ mental health, productivity, and overall job satisfaction. From poor communication and office politics to bullying and burnout, toxicity in the workplace can manifest in many forms. What are the most effective strategies to address and overcome these challenges? How can organizations and employees work together to create healthier, more supportive work environments? In this interview series, we are talking with leaders, HR professionals, organizational psychologists, business leaders, and experts about “Navigating Workplace Toxicity: Strategies for a Healthier Work Environment.” As a part of this series I had the pleasure of interviewing Sharyl Volpe.
Sharyl Volpe is an organizational psychology consultant and co-owner of Harmonious Workplaces, a professional solutions firm dedicated to improving work culture and employee engagement. Volpe also practices Contextual Family Therapy, exploring the impact of intergenerational patterns and how they influence our behavior at home and in our careers. She has an MS in I/O Psychology and over 20 years’ experience working with corporate and creative leaders assessing and designing financial strategies that prioritize well-being.
Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
I grew up in Pittsburgh with divorcing parents, so I was oriented at a young age to assess the way grown-ups behave. This was combined with a natural curiosity about people and their troubles, so I ended up spending a lot of time listening and trying to alleviate these things. I was drawn to psychology and neuroscience in undergrad but I did not pursue either until many years later. After graduation I married the love of my life and we moved to New York City, where I landed an unlikely job in investment banking. I was soon to learn there were a lot of people in finance with a lot of troubles and they just wanted to be heard talking about them. I kept listening, but that still wasn’t part of my job.
I left the “Masters of the Universe” culture after 12 years and got another unlikely job in entertainment. Here I had a similar experience for similar reasons, albeit a completely different industry. The starkest contrast was that some professional creatives tend to be like ducks — calm up top but paddling like hell below — so it took a while for troubles to surface. The team worked remotely, and various other stressors caused new fractures and it was at that point I knew I needed to upgrade my skills. I went back to school to acquire better tools to combine my experience with science and credentials, which enable me now to respond to what I hear with more meaningful impact.
Can you share the most interesting story that happened to you since you began your career?
At the investment bank there was a significant merger with a retail brokerage in 1997 and the blending of the two diverse cultures caused a highly publicized rough patch. Every morning, we braced with grim anticipation to see what the media would say next about the resulting chaos and perceived colossal misstep. The hallways and conference rooms were dark with gossip and speculation about what would become of the white-shoe ivory tower now that it had been muddied by its transactional retail cousin. I got just as caught up in the gloom and doom as everyone else, but living through the anxiety and fear it created was a growth experience. Ultimately, a stronger, larger financial institution emerged, but some of the projected advantages remained largely unfulfilled and the merger was cited for a long time as an epic example of unchecked power and miscalculated risk. Even so, it was thrilling to have a front row seat as the dramatic saga unfolded, and it taught me a lot about change management.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
During my second year at the bank, I was managing the Annual Appeal, a legacy fundraiser which all 10,000 employees were expected to contribute towards. We could pledge to a non-profit of our choice or to the United Way, with a 100% match from the Firm. The goal was $1 million (pre-match) and executives were given “suggested” minimums. Despite relentless promotional tactics, as the campaign entered its final week there remained a long list of non-contributing executives. I had to update my boss with the dismal news, so I constructed an email which included an op-ed about my disappointment about a culture where minimum pledges had to be levied. I went on to say how these amounts were rounding errors compared to executive bonuses, and why were they taking so long to just do it when this was the only request all year to give back to our community?
After I hit send, I saw that my email was speeding its way across the shiny new Intranet to one of the non-contributing executives on the list; I had been writing him a different email earlier and got my open windows confused. With all of my blood in my head, I bolted to the elevator with nothing but black spots and fluorescent lights in front of me. For compliance reasons, trading floors and investment floors were on different elevator banks, which meant I had to go all the way down to the lobby from the 34th floor before taking a different elevator to the third floor where the cheapskate sat. My heart was pounding in my ears as I stood there watching the tiny, indifferent digital numbers slowly counting down the floors. Mr. VP was sitting in front of his three computer screens and I could see my email on the one in the middle. I stood there, paralyzed now with no plan of what to say. I finally croaked out, “Hello. My name is Sharyl Volpe and that email is from me.” He spun around and said, “Oh, great to meet you. You make a good case.” This was a lesson about speaking up, and how not to do it.
Is there a particular book that made a significant impact on you? Can you share a story or explain why it resonated with you so much?
The first time I read Jean-Paul Sartre’s Being and Nothingness, his concept of “Other” inspired the courage, and permission, I was looking for as young person to set boundaries. It helped me understand how separateness is not the same thing as isolation or loneliness, and we have to remember to value our own personal space as much as we respect the space of others.
Do you have a favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life or your work?
I am proud to say I have read all seven volumes of Marcel Proust’s In Search of Lost Time, although I do not have many opportunities to say it without sounding obnoxious. This quote is in the third volume and I guess it is no surprise that it has had some bearing on a theme in my career: “There may be significant things to learn about people by looking at what annoys them most.”
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s start with a simple definition so that all of us are on the same page. What does does workplace toxicity mean?
There are many ways to explain workplace toxicity, and it can mean different things to different people, but researchers Ferris and Salzburg have identified four dimensions that give rise to conditions where it develops: ostracism, bullying, incivility, and harassment. There has been more recent literature just in the past few months (Harvard Business Review, Society of Human Resource Management [SHRM]) that emphasize a current trend of increasing incivility specifically in work cultures, suggesting that employees are sliding into openly hostile behavior. The root causes for workplace toxicity vary across industry and between individuals, but the outcomes are all negative and can have long-lasting, traumatic effects.
Reference
Ferris, D.L.; Lian, H.; Brown, D.J.; Morrison, R. Ostracism, self-esteem, and job performance: When do we self-verify and when do we self-enhance? Acad. Manag. J. 2015, 58, 279–297.
Can you describe a time when you personally encountered or helped resolve workplace toxicity?
My thesis explored the effects of Dark Triad (DT) traits in transformational leaders and I was attracted to this subject because of my experience with executives who exhibited related behaviors. The triad refers to narcissism, Machiavellianism, and psychopathy, and while there is some overlap, each has a distinct set of characteristics. Identifying these traits in others can be tricky though, and it can be tempting to attach labels to those who push us out of our comfort zone, or conversely, we might overlook the harm in confusion. Narcissism in leaders, for example, can be diluted or disguised as other qualities commonly associated with positions of power. Swagger, hubris, influence, confidence, vision — or a single-minded approach to goals, outcomes, and success. I encountered many examples of this murky territory between leadership behavior and abuse of power in finance and entertainment both.
What were the key signs that the environment was toxic?
Toxicity begins to flourish when an environment tries to normalize socially-adverse behaviors that threaten the social contract and basic psychological safety, eroding morale and infringing on agency and credibility in others. I saw productivity plummet and absenteeism increase. Those who came to work were morose, feeling downtrodden and undervalued. When I tried to initiate conversations, the talk inevitably turned to anxious fears about having to resign or getting laid off. My role was to ensure service levels remained steady, but I felt a responsibility to communicate the feedback I was receiving to the middle managers of our division, which I acted upon. I explained that it was not possible to maintain business as usual when the department felt like its leader had become unhinged with power and promotion. Other managers were reporting the same sentiments up the chain, and after a series of meetings with HR, the executive director in charge of our group was re-assigned to a different division.
What are some of the most common causes of toxic work environments, and how can leaders recognize these issues before they become pervasive?
I am not the first person to suggest this, but I align strongly with the importance of acknowledging the talents and contributions of your team consistently and credibly. Being overlooked and feeling undervalued is the shortest trip to disengagement and loss of purpose.
Another key action for leaders to avoid workplace toxicity is to understand what psychological safety is, why it is important, and how to sustain it. My group (Harmonious Workplaces) published a white paper on the subject over the summer which I would be happy to share.
Our next white paper will be out next month and it is about another key to a healthy workplace, which is understanding signaling in the workplace. We all signal meaning, both consciously and unconsciously, but awareness and consistent positive messaging is vital to transparency and authenticity, especially in leadership positions.
Two more subjects that I have seen get overlooked often are the importance of a mission statement that includes values, and promoting a culture that gives back. I don’t just mean as a volunteer or as a charitable donor — both great — but giving your time to someone who needs help, or giving your attention to someone who needs to talk. A giving mind-set has unexpected rewards that are not necessarily financial in nature.
What steps can employees take to address workplace toxicity if they feel uncomfortable or unsupported by leadership?
Seek mentors with experience and success who can offer specific suggestions on how to approach leaders with your concerns. Do not reduce your voice to backchannels or to gossip, but take initiative and provide solutions to what is not working and use that as the agenda for your conversation. Explore courses or training that will enhance the skills you have or teach you new ones. In some cases, legal representation may need to be sought.
What role does mental health play in navigating workplace toxicity, and how can both employees and organizations prioritize mental wellness?
Mental health and making it a priority in the workplace needs to be reflected in behavior and in messaging, including signals, from the top down. This is also an area where I think HR can evolve towards more comprehensively, with leaders who support this evolution. Employees need to feel safe to take a mental health day. Build in flexibility with resources, plan to include back-up support in the budget, especially during change initiatives to compensate for unexpected outcomes. Allow time and acceptance for failure, and be vigilant and prepared to avoid burnout.
Can you share some strategies or practices that individuals and teams can implement to create a healthier and more productive work environment? Please share your “5 Strategies For A Healthier Work Environment”?
1. Speak up. Do not allow intimidation or fear to stifle or compromise your sense of equality and reward.
2. Learn about your own emotional intelligence, and seek training if you want to have more insight on ways to leverage it.
3. Do not allow yourself to participate in gossip or hearsay. Get to the truth of what you hear and find out the facts before making a decision and acting on it.
4. Avoid mirroring tactics and behavior you do not respect to gain influence or achieve manipulation.
5. Cultivate a service-oriented mind set and raise up those around you, giving credit when it is due and acknowledging the work of others as a key part of your own success.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.
I would like to see traditional Human Resources transformed into a more employee-centric force that embraces more elements in I/O psychology to empower employees beyond payroll, benefits, and compliance.
We are very blessed that some very prominent names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them.
My perspective on culture and the history of our species was greatly expanded by the work of Yuval Noah Harari in his book, Sapiens: A Brief History of Humankind. I would be grateful to have the chance to tell him in person that I could not stop mentioning Sapiens to everyone, all the time, for about two years straight. I still can’t stop.
How can our readers further follow your work online?
https://harmoniousworkplaces.com/
https://www.linkedin.com/in/sharyl-m-volpe-org-psych/
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.
Please connect with Vanessa here on linkedin and subscribe to her newsletter Unplugged as well as follow her on Substack, Instagram, Facebook, and X and of course on her website VanessaOgle.
Navigating Workplace Toxicity: Sharyl Volpe Of Harmonious Workplaces On Strategies for a Healthier… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.