Ghazal Alagh Explains How Toxic Managers Drive Top Talent Away
In a recent LinkedIn post, Mamaearth Co-founder Ghazal Alagh shed light on the often-overlooked issue of toxic managers and their impact on employee retention. Her post struck a chord with professionals across India’s startup ecosystem, highlighting the need for organisations to re-evaluate their managerial culture. As the founder of a successful startup, Alagh’s insights are invaluable, and her words serve as a wake-up call for companies to take a closer look at their management practices.
Ghazal Alagh’s post identifies four types of toxic managers that can drive top talent away:
-
The Micromanager: These managers are overly controlling and intrusive, constantly questioning and scrutinizing their team members’ work. They often have a “my way or the highway” approach, stifling creativity and innovation. As Alagh notes, micromanagers create an environment of fear, where employees are reluctant to take risks or make decisions.
-
The Distant Manager: On the other end of the spectrum, distant managers are disconnected from their team members. They rarely communicate, and when they do, it’s often only to deliver criticism or negative feedback. This lack of emotional intelligence and empathy can lead to feelings of isolation and disengagement among employees.
-
The Gossiping Manager: Gossiping managers thrive on spreading rumors and negativity, creating a toxic atmosphere within the team. They often use their position to manipulate others, playing favourites and fostering an environment of mistrust. As Alagh points out, gossiping managers undermine the very fabric of teamwork and collaboration.
-
The Self-Absorbed Manager: These managers are consumed by their own ego and priorities, often at the expense of their team’s needs. They may be constantly promoting themselves, talking over others, and disregarding feedback. Self-absorbed managers create an environment of competition, rather than collaboration, and can lead to high turnover rates.
So, what can organisations do to prevent toxic managers from driving top talent away? According to Alagh, the key lies in fostering a culture of trust, support, and everyday leadership. This means:
- Trusting Your Team: Giving employees the autonomy to make decisions and take ownership of their work.
- Providing Support: Offering resources, guidance, and feedback to help employees grow and develop.
- Everyday Leadership: Encouraging managers to lead by example, demonstrating empathy, and prioritising the well-being of their team members.
Alagh stresses that real employee retention depends on more than just perks or policies. It requires a fundamental shift in the way organisations approach leadership and management. As she so aptly puts it:
“Real retention is about creating a culture where everyone feels seen, heard, and valued. Where everyone has a sense of purpose and belonging. Where everyone feels empowered to do their best work.”
In conclusion, Ghazal Alagh’s post serves as a powerful reminder of the importance of managerial culture in driving employee retention. By identifying and addressing toxic management practices, organisations can create a positive and inclusive work environment that attracts and retains top talent. As we continue to navigate the ever-changing landscape of the startup ecosystem, it’s essential that we prioritise the well-being and success of our team members.
Source: https://startuptalky.com/news/ghazal-alagh-on-toxic-managers-types/
