Ghazal Alagh Explains How Toxic Managers Drive Top Talent Away
As the co-founder of Mamaearth, a successful Indian skincare brand, Ghazal Alagh has had her fair share of experiences when it comes to managing teams and employees. Recently, she took to LinkedIn to share a thought-provoking post about the types of toxic managers that often lead high-performing employees to quit their jobs. The post has resonated with professionals across India’s startup ecosystem, sparking important conversations about employee retention and organisational culture.
In her post, Alagh identified several types of toxic managers that can drive away top talent. These include:
-
The micromanager: This type of manager is always trying to control every aspect of an employee’s work, from how they complete tasks to what they wear to work. This can lead to feelings of suffocation and a lack of autonomy, causing top performers to seek greener pastures.
-
The know-it-all: Managers who believe they are the only ones who know what’s best for the company can be incredibly off-putting to employees. They often micromanage and dismiss others’ ideas, leading to a lack of trust and creativity in the workplace.
-
The absent manager: On the other end of the spectrum, there are managers who are never available or present. This can lead to a sense of abandonment and uncertainty, causing top performers to seek out more supportive and engaged leaders.
-
The gossiping manager: Gossiping managers often use their position to spread rumors and negativity throughout the workplace. This can create a toxic and untrustworthy environment, causing top performers to seek out more positive and professional work environments.
-
The non-communicative manager: Managers who fail to communicate effectively can lead to misunderstandings and frustration among employees. This can cause top performers to feel unvalued and overlooked, leading them to seek out more transparent and open leadership.
According to Alagh, real employee retention depends on three key factors: trust, support, and everyday leadership. In contrast to common practices that focus on perks and policies, Alagh emphasizes that these intangible factors are what truly keep top talent engaged and motivated.
“In today’s fast-paced and competitive job market, employees expect more than just a paycheck or a fancy title,” Alagh wrote in her post. “They crave trust, support, and everyday leadership that makes them feel seen, heard, and valued.”
Alagh’s post has sparked important conversations about the importance of managerial culture in retaining top talent. By creating a toxic work environment, managers can inadvertently drive away the very employees they need to succeed. On the other hand, by building trust, providing support, and leading by example, managers can create a positive and productive work environment that fosters growth and success.
So, what can organisations do to create a more positive and supportive work environment? According to Alagh, it starts with everyday leadership. This means being present, communicative, and engaged with employees, rather than just delegating tasks and expecting results.
“It’s not just about setting goals and expectations, but about being present in the daily lives of your team members,” Alagh wrote. “It’s about understanding their strengths, weaknesses, and aspirations, and helping them grow and develop as professionals.”
In addition to everyday leadership, Alagh emphasizes the importance of trust and support. This means creating an environment where employees feel comfortable sharing their ideas and opinions, and where they know that their contributions will be valued and respected.
“Trust is the foundation of any successful team,” Alagh wrote. “When employees feel trusted, they are more likely to take risks, innovate, and push boundaries. And when they feel supported, they are more likely to stay and grow with the company.”
Finally, Alagh stresses the importance of recognising and addressing toxic managers. This means identifying the behaviors and attitudes that are driving away top talent, and taking steps to correct them.
“As leaders, it’s our responsibility to create a positive and productive work environment,” Alagh wrote. “This means being aware of our own biases and behaviors, and making an effort to be more empathetic, understanding, and supportive.”
In conclusion, Ghazal Alagh’s post highlights the importance of managerial culture in retaining top talent. By focusing on trust, support, and everyday leadership, organisations can create a positive and productive work environment that fosters growth and success. On the other hand, by ignoring these intangible factors, organisations risk driving away the very employees they need to succeed.
Source: https://startuptalky.com/news/ghazal-alagh-on-toxic-managers-types/
