Toxic Positivity at Work: What’s the Mental Toll?

In a toxic work environment, meetings and brainstorming sessions are far less productive and effective. People refrain from expressing an opinion or offering constructive criticism for fear of backlash.  

The problem with positivity culture is that it creates an atmosphere where people tend to agree with what their colleagues or managers present without discussion or feedback. 

Marie-Claire Ross, the author of “Trusted to Thrive: How leaders create connected and accountable teams,” says that working with positive people is terrific. And while optimism can be inspiring and contagious, it can also bring some problems to the teams. 

“People are naturally drawn to visionary leaders who paint an exciting picture of a new future. After all, no one will follow a leader who gets scared or pessimistic about the latest crisis. 

In my work with leadership teams, I come across plenty of executives who are optimistic and excited about the vision—generating palpable energy that excites employees about where they are going and why. 

Executives who love asking employees about what new ideas they have and new ways of doing things. They get excited by a new client being signed up. They send out corporate communications with a rose-colored tint. 

Yet, there is a flip side to all this positivity. And that is, leadership doesn’t want to talk about what’s not working. Even corporate communication ignores missed targets. 

Without realizing it, executives tend to shut down any negative commentary around a lack of resourcing, system issues, or capability gaps. They get a bit cranky with people if they say, “we don’t think we can do it, here’s why.” In their minds, those that highlight issues are “too negative” and best to be avoided. Creating confusion amongst employees who are used to having open banter about what is going on, but who don’t quite realize there is an unspoken delineation between sharing new ideas and highlighting problems.”