Why Promoting Toxic Employees Crushes Company Culture, According to Justin Wright

In a recent LinkedIn post, Justin Wright discusses the detrimental impact of promoting individuals based solely on their performance, particularly when those individuals exhibit toxic behaviors. Wright, a proponent of healthy workplace cultures, argues that such decisions can lead to significant damage, including the loss of valuable employees and the erosion of morale.

Wright shares an anecdote about a former leader who consistently promoted toxic individuals simply because they “hit their numbers.” This approach, he explains, had severe consequences.

“Within a year, half the team was gone. The top performers were the first to leave. Promoting the wrong people is poison.”

The author contends that promoting toxic employees sends a clear and damaging message throughout an organization. It signals that results are valued above all else, even at the expense of respect and decency. This can lead to an environment where bullies are rewarded for closing deals, and ethical behavior is disregarded.

The Ripple Effect of Toxic Promotions

According to Wright, when such leaders are promoted, it creates a breeding ground for employee dissatisfaction and doubt. He highlights the internal monologue of good employees in such environments:

“Why should I stay?”
“No one values how I treat people.”
“There’s no real future for me here.”

This internal questioning, Wright asserts, is a direct precursor to attrition. Employees who value a positive and respectful work environment will seek opportunities elsewhere, often finding companies that prioritize a healthier culture.

What Smart Companies Prioritize

Wright contrasts this with the practices of what he terms “smart companies.” These organizations, he argues, understand that true leadership involves more than just hitting targets. They prioritize promoting individuals who not only deliver results but also foster a positive team dynamic.

Key Qualities of Promotable Leaders

In Wright’s view, the individuals who should be elevated are those who:

• Lift others up
• Collaborate rather than compete destructively
• Deliver results while simultaneously building trust

He emphasizes that while toxic managers might achieve short-term gains, they invariably undermine morale and the overall company culture in the long run. This short-sightedness can be incredibly costly.

Culture as a Retention Tool

Wright concludes his post by reiterating the long-term benefits of prioritizing culture alongside performance. He states:

“A great culture retains great people. Numbers matter, but so does how you get them. Long-term wins require leadership, not just performance. Don’t sacrifice your soul for short-term gains.”

He prompts readers to consider what is more important when promoting individuals: results or how they treat people, encouraging a broader conversation about leadership ethics and sustainable business practices.