Reality: When the work of an entire team is adjusted to the characteristics of one employee, this is not a sign of professionalism, but a brake on both the team and the results.
Managers may find excuses: “Well, yes, he’s like that, but he’s a cool If a person is a pro, his oddities expert!” In practice, this leads to the whole team being forced to play by the rules of one person, which reduces work efficiency.
Example: an art director who sends a layout back for revision for the fifth time because “the shadow is just a little off.”
How to proceed?
- Don’t justify toxicity with professionalism: expertise does not give the right to create a negative atmosphere in the team or interfere with its work.
- Provide honest feedback and monitor the reaction: “Your expertise is valuable, but your methods are holding the team back.”
Myth 4. A strong expert pulls the team up
Reality: The expert does not develop the team, but simply If a person is a pro, his od
dities keeps it under control, not allowing others to grow.
A true expert should not only apply their knowledge, but also share it, helping everyone around them grow. A toxic specialist does not teach,
but criticizes and manipulates.
Such experts often blur the lines of responsibility, saying: “I am fax lists not responsible for this,” “I need to understand what is expected of
me.” This is a sign that the specialist is more interested in maintaining his status than in the overall result.
Example: a leader who says he “does a lot for the team,” but in reality prevents it from becoming independent because then his role may
become less significant.
How to proceed?
Myth 5. When an expert criticizes, he wants to do better
Reality: criticism without constructiveness, problems not If a person is a pro, his oddities only are not solved, but new ones arise.
Some experts turn any discussion into an analysis of errors the future of the food industry and If a person is a pro his oddities
inconsistencies. They are masters at finding shortcomings, but rarely offer specific solutions on how to eliminate these shortcomings.
Example: A marketer who spends hours discussing minor campaign details but offers no alternatives.
How to proceed?
- Set a rule for everyone: if If a person is a pro his oddities you criticize, offer a solution. No suggestions mean the problem is not
- serious enough to waste time on.
- Provide professional feedback: Encourage colleagues to focus on what specifically can be improved and in what ways, rather than on
- what is wrong.
My
th 6. A strong expert never manipulates
Reality: When status is more important to an expert than If uae cell number a person is a pro, his oddities work, he begins to manage processes in his own favor.
A toxic expert chooses only interesting tasks, leaving the routine to the team. And sometimes he refuses to “work with his hands” at all,
especially if he is in a leadership position. He can create the appearance of constant employment and indispensability, although in fact he is
simply skillfully selling his importance.