Objective Distancing in Toxic Workplaces: A Key Strategy for Public Leaders

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Skip Powers
October 25, 2024

Objective Distancing in Toxic Workplaces

In public administration, where the stakes of governance and service delivery are high, autocratic leadership is a silent toxin that suffocates innovation, crushes morale and disrupts agency functionality. Public administrators need more than emotional intelligence (EI) to navigate these challenging waters.  My column soapbox demands that we apply the critical art of objective distancing. Objective distancing as a skill is not just a survival mechanism but a powerful tool to safeguard mental health and preserve team performance in environments where leaders (and peers) who claim to champion psychological safety fail in the delivery!

The Autocratic Chokehold

Autocratic leadership is a fast track to team dysfunction, particularly in public service. Routinely making decisions in isolation, dissent or outright suppression can leave employees feeling disengaged and devalued—this is the breeding ground for a toxic workplace. Moreover, when leaders over-rely on control, or worse, micromanage their teams into submission, the effects reverberate across the organization. People do not lose motivation because they cannot do the work; they lose it because there is no room left for creativity or initiative under oppressive leadership! Tap…tap….tap? Is this mic on? Yes, this soapbox perch builds on previous columns! (Hint: Leaders who lack EI, please pay heed). 

Take the “Bring Me a Rock” phenomenon I shared in a previous PA Times column (April, 2024). Leaders in this toxic mode issue vague commands, leaving their teams to guess what is expected, only to face criticism when the final product fails to hit the mark. This dynamic is not just frustrating; it is downright debilitating. Employees are left guessing, often scrutinized and professionally objectified for failing to meet a standard never clearly communicated. Fear, anxiety and disengagement grow, choking off the energy and insight that public administrators require to thrive (and survive)!

Objective Distancing as a Lifeline

Objective distancing becomes an essential skill to survive and succeed amid such dysfunction. Objective distancing is the ability to emotionally detach from the chaos and noise (Desiderata: by Max Ehrmann) and the situation with cool objectivity without losing oneself to burnout or frustration. By pulling back, employees can focus on what matters most: service delivery and the well-being of their teams.

For example, a public administrator who steps back from the pettiness of micromanagement can refocus on what they can control: the quality of their work, their support for colleagues and their long-term objectives. This strategy preserves motivation and undermines the false notion that a toxic leader’s intense involvement equals good leadership (am I touching a nerve).

The Power of Positive Reinforcement

Where autocratic leadership fails, positive reinforcement offers a path to transformation. Leaders who reward effort, promote initiative and noble intent and maintain open lines of communication can shift the entire culture of their organization. Easy, right? In public administration, where accountability and service complexity are constant challenges, a little positivity goes a long way. It builds trust, fosters engagement and creates a more resilient workforce. Public administrators who focus on reinforcing positive behavior drive performance and cultivate a culture where people feel seen and valued.

Strategic Tools for Public Administrators

Navigating a toxic environment is not easy, but there are practical strategies that can help public administrators maintain their integrity and effectiveness:

• Engage in Objective Distancing: Learn to step back emotionally from the dysfunction around you. This detachment isn’t about ignoring the problem but maintaining clarity.
• Foster Peer Support Networks: Strong relationships with colleagues (past and present) provide critical emotional support and practical advice. No one should face a toxic environment alone.
• Document Achievements and Challenges: In an autocratic environment, the leader often downplays or claims success. Document personal and team achievements; employees can protect their work and maintain a sense of accomplishment.
• Advocate for Positive Reinforcement: Even if higher leadership does not offer it, you can foster positivity at your level by recognizing and rewarding your team’s efforts.
• Seek External Mentorship: Sometimes, the best perspective comes from outside your organization. An external mentor can offer clarity and strategic advice to help you navigate toxic leadership dynamics (Modeling Mentoring: PA Times April, 2018).

Conclusion

Autocratic leadership in public administration is unsustainable, leaving a trail of disengagement and inefficiency in its wake. While objective distancing and positive reinforcement can mitigate some damage, they are stopgaps, not solutions. The real goal and end-state must be systemic change—a shift toward leadership models that foster and reinforce collaboration, respect, and innovation. This is not just for the sake of employees; it is essential for effectively delivering public services that benefit the greater good.

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Author: With a seasoned perspective and distinctive style, Dr. Skip Powers provides insightful depth and candor akin to journalist Andy Rooney. An accomplished author, lecturer, and Senior Advisor in the federal sector, Dr. Powers brings a wealth of experience across several domains, including organizational development, leadership, emergency management, cybersecurity, and grants management. His unfiltered commentary cuts through the complexity, providing clarity and depth on even the most challenging topics.  Skip can be reached at [email protected]

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