Navigating Workplace Toxicity: Madeline Weirman Of Cousins & Co Data On Strategies for a Healthier Work Environment
An Interview With Vanessa Ogle
Leaders should encourage teams to set clear work hours and take regular breaks. For example, designate “no-meeting Fridays” or remind employees to block out time for focused work. By visibly modeling a balanced approach, leaders set the tone that well-being is a priority and overwork is not encouraged.
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 Madeline Weirman.
Madeline Weirman is the co-founder of Cousins & Co Data, a digital marketing agency specializing in data journalism. Known for her expertise in data-driven storytelling, Madeline’s work has been quoted in top publications, including The New York Times, USA Today, and Bloomberg. She holds a Master’s degree in Management and Organizational Leadership and a Bachelor’s degree in Security and Risk Analysis from Penn State, blending data analytics with creative strategy to craft impactful, data-driven stories.
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?
After earning my Master’s degree, I started working at a digital marketing agency and quickly moved up to managing a team of data journalists and leading their newsjacking efforts. From there, I introduced data journalism as an offering to another PR agency. At this point, I began receiving requests from other agencies and brands interested in data-driven storytelling.
These experiences gave me the confidence to launch my own data journalism agency with my cousin, Samantha Weirman, a data expert. Together, we founded Cousins & Co Data to help brands increase their press mentions through data-driven stories.
Can you share the most interesting story that happened to you since you began your career?
When I was in college, interviewing for my first job after graduation, I remember being asked about my long-term career goals. At that time, I hadn’t even thought long-term because I wasn’t sure if I was capable of handling an entry-level position. I said I wanted to be a project manager, and the interviewer immediately told me I was thinking too small. She went on to share examples of bigger projects they were working on and said she could see me doing big things. It was the first time someone truly believed in me in a professional sense, and that conversation gave me the confidence I needed. I still think back to that moment whenever I need a bit of courage.
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?
One of the funniest mistakes I made in a remote setting was assuming everyone needed social time as much as I did. I would set up these group meetings that were almost entirely social time — just a chance for us all to connect and chat. I thought it was a nice way to bring us together remotely, but I eventually got some feedback that not everyone saw it that way. For some team members, it was more of a distraction than a benefit! It was a good reminder that what works for me doesn’t always work for everyone, and now I make sure to understand everyone’s needs so meetings are helpful for all.
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?
One book that really stuck with me is Talking to Strangers by Malcolm Gladwell. It explores how we perceive — and often misunderstand — people we don’t fully know. This really hit home for me because, in data journalism, understanding different perspectives is everything. Every dataset has a story, but really getting it right means understanding the people behind the numbers. This book reminds me to approach each project with an open mind and curiosity about what the data might reveal about audiences who may seem unfamiliar at first.
Do you have a favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life or your work?
One of my favorite life lessons is captured in the quote, “Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful.” This idea has shaped a lot of my career. I’ve always been passionate about storytelling and uncovering insights, and I found my niche in data journalism by pursuing work that I genuinely loved. That passion made it easy to put in the effort, build relationships, and eventually take the leap into starting my own agency. It’s a reminder that when we do what we enjoy, success often follows naturally.
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 workplace toxicity mean?
Workplace toxicity, to me, is any environment that makes employees feel undervalued, unsupported, or unable to express themselves openly. It can show up in so many forms — poor communication, constant burnout, or office politics that undermine genuine collaboration. In my experience, it’s often less about big, overt issues and more about the gradual buildup of stress and frustration when people don’t feel respected or empowered. Toxicity erodes trust, and without trust, it’s hard to create any kind of meaningful or productive work. I’ve seen firsthand how much more a team can accomplish when people feel valued and heard.
Can you describe a time when you personally encountered or helped resolve workplace toxicity?
In one of my 1:1 meetings with a top performer on my team, he mentioned that he’d started taking walks during the day to manage his paranoia about work. I could tell this was taking a toll on him, and while I wanted to reassure him about his job security, I was dealing with the same concerns. My own manager had been asking me to rank everyone on the team from best to worst, which only fueled an atmosphere of uncertainty and tension.
It was a tough spot to be in, as I could see how these types of practices were impacting not just morale but also mental well-being across the team. In that moment, I recognized how critical it is for leaders to create a sense of stability and transparency. Even if I couldn’t control every aspect of the environment, I could at least commit to being as honest and supportive as possible for my team.
What were the key signs that the environment was toxic?
One major sign of toxicity in a workplace is when leadership actively stirs division among team members rather than fostering genuine collaboration. I remember a team bonding trip where, while the employees were all getting along well, one of the co-founders started going around, cornering people one-on-one and asking questions like, “Who do you least like to work with?” or “Who do you think produces the worst work?” It was unsettling and turned what should have been a positive experience into an uncomfortable one.
The whole situation highlighted how much leadership influences the work atmosphere. Instead of building trust, these actions created a sense of suspicion and competition. It was a reminder that a toxic environment often comes from the top down and can be perpetuated by those in power, even under the guise of “team bonding.”
What are some of the most common causes of toxic work environments, and how can leaders recognize these issues before they become pervasive?
Some of the most common causes of toxic work environments come from the top down, often stemming from a lack of trust, poor communication, and divisive leadership practices. When leaders focus on ranking employees or encourage them to criticize one another, it fosters an atmosphere of suspicion and insecurity. This lack of psychological safety can lead to paranoia, where employees feel they’re constantly under scrutiny, even from their own peers.
Leaders can often recognize these issues early by communicating openly with their teams and actively seeking feedback from those they lead, approaching it with an open mind. Creating a space where team members feel heard and valued helps prevent issues before they become pervasive. The most supportive environments are built on transparent, respectful communication from leadership and a focus on connection over competition, setting a foundation of trust across the entire team.
What steps can employees take to address workplace toxicity if they feel uncomfortable or unsupported by leadership?
First, it’s important to document specific incidents or patterns, as having concrete examples can be useful if the situation escalates or if they choose to bring it up with HR. Building a support network within the company — trusted colleagues who understand the challenges — can also provide a sense of camaraderie and validation.
If possible, employees should try to address concerns directly with their manager or team lead by framing the conversation around how certain practices impact productivity and morale. Approaching it from a solutions-oriented perspective rather than as a complaint can sometimes encourage leadership to take it more seriously. And if nothing changes, employees should remember they aren’t trapped. Sometimes the best move is to prioritize personal mental health and explore healthier opportunities elsewhere.
What role does mental health play in navigating workplace toxicity, and how can both employees and organizations prioritize mental wellness?
Mental health plays a crucial role in navigating workplace toxicity, as toxic environments can lead to burnout, anxiety, and even physical symptoms. When employees feel unsupported or constantly stressed, it affects not only their well-being but also their productivity and creativity. Organizations should prioritize mental health because without it, they can’t retain top talent, and no one can do their best work when they’re mentally drained. Simple steps like encouraging open communication, offering mental health days, or providing counseling resources can make a significant difference. A shared commitment to mental wellness creates a stronger, more resilient team.
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. Share Clear, Regular Updates to Build Trust
Leaders should set a consistent schedule for sharing updates with the team, like monthly check-ins on company goals or open Q&A sessions. Encourage employees to ask questions during these sessions, making it clear that transparency is a priority. Regular updates help keep everyone informed and reduce stress around “unknowns.”
2. Create a Culture of Open Feedback
Encourage team members to share feedback openly by setting up a process for regular feedback sessions, such as quarterly 1:1 meetings focused on improvement and idea-sharing. Leaders can also ask for anonymous feedback to gauge team morale and ensure people feel safe expressing concerns without fear of backlash.
3. Encourage Work-Life Boundaries and Model Balance
Leaders should encourage teams to set clear work hours and take regular breaks. For example, designate “no-meeting Fridays” or remind employees to block out time for focused work. By visibly modeling a balanced approach, leaders set the tone that well-being is a priority and overwork is not encouraged.
4. Provide Accessible Mental Health Resources
Offer resources like mental health days, access to online counseling, or short mental wellness sessions each month. Encourage managers to start team meetings with quick check-ins on well-being, creating space for people to share if they feel comfortable. These practices can foster a culture of support and help employees feel valued.
5. Plan Team-Building Activities that Promote Collaboration
Instead of competitive or high-pressure events, schedule team-building activities focused on teamwork and understanding each other’s strengths. For example, set up group problem-solving challenges, “lunch and learn” sessions, or even volunteer days to build camaraderie. Activities like these create a supportive environment that builds trust and strengthens team dynamics.
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.
If I could inspire a movement, it would be to make high-quality, user-friendly datasets accessible to everyone — no technical skills required. While some open data resources exist, they’re often limited or outdated, which makes it hard for people to find information that’s actually useful. My idea would be to create a system of easy-to-use, frequently updated datasets across fields like health, finance, and education. This would allow individuals, small businesses, and nonprofits to access reliable information without needing a data background. When data is accessible, it gives people the power to create impactful content and make informed decisions, which ultimately benefits communities.
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.
I’d really enjoy the chance to sit down with Corey Phelps, the Dean of Penn State’s Smeal College of Business. Penn State has a great entrepreneurship program, and as an alum, I’d love to hear his thoughts on how the university is shaping the next generation of entrepreneurs. It would be inspiring to discuss how business education can keep up with today’s fast-changing world and prepare students to be adaptable, innovative leaders.
How can our readers further follow your work online?
Readers can follow my work on Cousins & Co Data’s website at cousinsdata.com and connect with me on LinkedIn.
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: Madeline Weirman Of Cousins & Co Data 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.