Fodder for their Ambition
This week, I grappled with writing about a particularly thorny topic: the insidious rise of toxic workplaces and the role of leadership and ambition in fostering that negativity. My struggle wasn't a lack of material; on the contrary, there was so much to say. The real challenge was transforming these observations into something constructive, something actionable for readers to consider, a way for each of us to turn the tide. For days, this tension left me stalled. I even considered shelving the article entirely or writing about something lighter.
Needing a break, I ventured outside to tackle some overdue yard work—a small, hour-long task. As I begrudgingly dug in (landscaping isn't my passion), a sudden clarity struck me, a solution to my writing dilemma about toxic work.
And so, here it is: my article on a major contributor to workplace toxicity and how we might re-frame our approach to work to offer a much-needed antidote.
In my consulting work, a recurring theme emerges: work is often made unnecessarily difficult by people's actions and in-actions. If not countered by strong leadership, this "unnecessarily difficult work" quickly breeds toxicity. My focus today is on that leadership component.
Early in my career, I was driven by ambition. I wanted to be the boss, to be in charge, to climb the ladder. What I lacked then was competence; my skills hadn't caught up to my aspirations. Yet, I possessed enough insight to recognize the need for personal growth if my ambitions were to be realized. Thanks to my parents, I also understood the importance of aligning my intentions and focusing on the right way to develop the skills that would create opportunities for advancement. I stumbled upon a formula, not just for success, but for genuine enjoyment at work.
This formula hinged on the fuel behind my ambition. It shifted from money, title, and authority to development, relationships, and curiosity. This transformation happened early, guiding my career decisions. New roles or departures weren't primarily about pay or status, but about the challenge and the people I'd collaborate with. My ambitions didn't short-circuit work environments; they aligned with and contributed to the success of others, ultimately bringing me immense joy. My intentions became clear, my leadership competencies sharpened, and when difficulties arose, I knew how to improve myself and empower those around me.
Just last week, discussing a leadership development proposal with a colleague, a powerful insight emerged. Many decision-makers aiming for advancement, my colleague observed, unknowingly use their ambition to mask their inability to lead. They treat their colleagues as "fodder for their ambition." These individuals may have similar levels of ambition to mine, but their formula is driven by speed, authority, credit, money, and title. Regardless of their initial intentions or competence, their pursuit of success at the expense of others invariably creates and leaves behind toxic work environments. This, in my view, is the very heart of a toxic organizational culture.
Such individuals might outwardly display positive workplace behaviours. However, when even small challenges arise, their thinking narrows, and self-preservation becomes their sole focus. Their lack of leadership competencies shine bright and conflict with their ambition leading to negative choices in dealing with challenges. When they succeed (at the expense of others), they quickly seek the next opportunity, often achieving it. Their ambition formula aligns perfectly with many organizational interview processes. As they climb, their formula is reinforced, and their belief in their leadership ability swells. When difficulties resurface, they resort to past tactics. But as they move higher, the challenges intensify, demanding more negative behaviours (more "fodder") that further impact people within the organization. This creates even greater toxicity, leaving a lasting negative imprint long after they move on. This ambition formula also fosters a powerful illusion. Because their ambition isn't rooted in leadership skill development, as they advance, they never truly develop the self-awareness to recognize their lack of effective leadership skills.
Now for the positive re-frame, a revelation sparked by my morning landscaping. What shifted my mindset was the simple act of accomplishing something. A task needed doing, I took responsibility, and I completed it. I felt good. Looking back at my career through the lens of accomplishment, I clearly see my contributions, those of others, and crucially, how we supported each other. And among these accomplishments, the ones that consistently brought me the most joy were those of others that I had the privilege to support and nurture. These were also the most difficult and challenging aspects of work, situations that, if mishandled, could easily turn our environment toxic.
Ambition is vital for leaders and decision-makers. But the fuel for your ambition cannot be the very people you aim to lead. Your formula must be centred on your personal development and the growth of those around you. Wherever you are in your career, from newcomer to seasoned veteran, examine what truly fuels your ambition. If you lean towards self-interest over others, you will inevitably create and leave behind a toxic work environment, regardless of your intentions. To keep your ambition aligned with positive intentions, focus on developing skills and taking actions that prioritize contributing to the accomplishments of others first. This will be reciprocated, allowing you to achieve more than you ever could alone. And in doing so, you will actively foster a positive work environment. This approach might slow your ascent up the corporate ladder and you might miss some opportunities. But at the end of your career, you will be proud and happy with your work. More importantly, you will have made those you worked with prouder and happier, and as I was reminded today, that is truly priceless.
