Guiding a team, and each individual, through difficulties is a fundamental responsibility for a leader. However, an employee's struggle between work stress and unnecessary challenges their leader imposes is markedly different. The statement, "I don't mind struggling with you, but I will not struggle because of you," calls to action how leaders must reflect on their impact on their team members, distinguishing between motivating challenges versus the hardships that stem from poor leadership practices. To maintain a team willing to face struggles together, leaders must ensure they are not the cause of those struggles.
"I don't mind struggling with you,"
This part of the statement speaks to loyalty and commitment. It reflects a follower's willingness to endure difficulties and face challenges as long as their leader is genuinely involved in the collective effort. In any organization, this could mean navigating tight deadlines, limited resources, or management of change. A leader who inspires motivation through these types of struggles, and works alongside their colleagues rather than dictating from a distance, is considered part of the team. This shared struggle can foster a sense of camaraderie and collective achievement.
"But I will not struggle because of you."
This is the point where many draw a 'line in the sand', and organizations are confronted with unprecedented turnover. When struggles are directly caused by the leader’s actions—whether through toxic behavior, poor decision-making, favoritism, lack of accountability, or creating an oppressive work environment—followers are less inclined to endure the hardships. In any workplace where the pressure is already high, additional, avoidable challenges imposed by leadership can lead to burnout, disengagement, and, ultimately, turnover. Followers are signaling that while they are prepared to face difficulties inherent to the job, they will not tolerate those that are a result of the leader's failings.
A toxic work environment often stems from leaders who contribute to, rather than alleviate, workplace stress. This can manifest in several ways:
Micromanagement: Constantly hovering over team members and second-guessing their every move or decision stifles creativity and initiative, leading to frustration and resentment.
Lack of Communication: When leaders fail to communicate clearly and effectively, it creates confusion and uncertainty, making it difficult for the team to function cohesively.
Let's clarify what "effective" communication is NOT. Simply stating something once does not guarantee it is heard. Including a detail in a sea of information does not ensure it has been acknowledged. Speaking without allowing room for others to interject does not mean your message is understood. Sending an email does not mean the information has been appropriately applied.
Favoritism: Showing preferential treatment to certain individuals can erode team morale and foster a divisive atmosphere. Keeping in mind "favoritism" or the application of the act of favoritism is a subjective measure - your team members determine this, not you as the manager.
Creating a Culture of Fear: When leaders rely on fear as a motivator, it can result in a toxic environment where team members are more focused on avoiding mistakes than on achieving excellence. For instance, if the team member has faced harsh criticism, public criticism, or any level of disciplinary action on the basis of an unfair or inequitable assessment of their behavior, it will can a culture of fear.
When a leader’s behavior leads to issues, such as those stated above, the leader then becomes the source of the struggle rather than the solution. This is where followers will draw the line, unwilling to endure unnecessary hardship for the sake of a leader who is not effectively leading the team or the individual team member.
Leaders must reflect on their impact and strive to create an environment where struggles are seen as part of the collective journey rather than as obstacles imposed by poor leadership behaviors, or ignorant leadership behaviors (which can happen when we promote a person on the basis of anything other than their ability to be a leader; IE., tenure, performance in a lower level job, etc.). Here’s how leaders can ensure they are fostering a supportive, rather than toxic, environment:
Be Transparent and Communicative: Regularly communicate, and through a multitude of channels, with your team about challenges, decisions, and the rationale behind them. Transparency builds trust, be available, and listen.
Show Empathy: Understand the pressures your team faces and provide support where needed. Leaders who show genuine concern for their team’s well-being are more likely to inspire loyalty and resilience.
Lead by Example: Demonstrate the values and work ethic you expect from your team. When leaders are seen as part of the team, followers are more willing to endure struggles alongside them.
Encourage Open Dialogue: Create a safe space for feedback and concerns. When team members feel heard, they are more likely to engage positively with challenges.
The sentiment "I don't mind struggling with you, but I will not struggle because of you," is a critical reminder for leaders to be mindful of how their actions and behaviors influence those they lead. In any organization where the work is inherently challenging, leaders must ensure they are not adding to the work place burden. By fostering a positive, supportive environment and avoiding toxic behaviors, leaders can maintain the trust and commitment of their team, ensuring they are willing to face struggles together rather than isolate themselves because of poor leadership practices.
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