In today’s fast-paced corporate world, a new predator lurks in the shadows of office cubicles and boardrooms: colleagues who subtly undermine one another, known colloquially as ‘snakes in suits’. These individuals, with their toxic behaviours, pose a significant threat to workplace harmony and productivity.
Etymologically, ‘Snakes in suits’ is a term increasingly used to describe individuals in the workplace who, through manipulative and often covert actions, undermine their colleagues. These behaviours can range from spreading rumours and taking credit for others’ work to more insidious forms of manipulation like gaslighting or strategic exclusion from important meetings or projects.
The Impact on teams and organisations
The effects of such toxic behaviour are far-reaching. Teams suffering from internal sabotage experience lower morale, decreased productivity and higher turnover rates. The ripple-effects can deteriorate the overall company culture, leading to a toxic environment where mistrust and competition overshadow collaboration.
The management dilemma
Unfortunately, traditional workplace structures often fail to recognise or address these behaviours adequately. Part of the challenge lies in the subtlety of such actions, which can be easily overlooked or misinterpreted. HR professionals face the daunting task of discerning between genuine complaints and normal workplace conflicts, often relying on tangible evidence that is hard to come by in cases of covert undermining.
Economic and ethical implications
The economic implications of such behaviours are significant. The same study by the Society for Human Resource Management estimates that the cost of workplace toxicity, including undermining behaviour, accounts for approximately US$223billion in the United States alone over the past five years due to health problems, lost productivity and employee turnover. Ethically, allowing such behaviours to persist raises questions about the company’s commitment to a respectful and inclusive work environment.
Steps toward a solution
Combatting this issue requires a multi-faceted approach. Most contemporary organisations create a new type of organisational culture, believing that “everyone can copy your strategy, but they cannot copy your culture.
The idea that “culture is more powerful than strategy in the workplace” emphasises the significant role organisational culture plays in the success and sustainability of a company.
- Definition of organisational culture: Organisational culture refers to the collective values, beliefs and principles of organisational members. It’s the underlying ethos that shapes employees’ attitudes, behaviours and understanding of ‘how things are done around here’.
- Influence of culture on strategy: While strategy outlines the specific goals and plans a company aims to achieve, culture determines how these plans are executed. A supportive and positive culture can make strategy implementation smoother and more effective.
- Employee engagement and retention: A strong, positive culture attracts and retains talent. Employees are more likely to feel committed and motivated in an environment where they feel valued and part of a community. This, in turn, boosts productivity and innovation.
- Adaptability and change management: Organisations with adaptable cultures are better positioned to navigate market changes and disruptive technologies. A flexible culture fosters resilience and a proactive approach to change, rather than resistance.
- Examples of successful organisational cultures: Companies like Google, Zappos and Netflix have cultures that support innovation, employee empowerment and a high level of autonomy, which have been crucial to their success.
- The pitfalls of neglecting culture: Neglecting organisational culture can lead to a demotivated workforce, high turnover rates, and a failure to achieve strategic goals. Moreover, a toxic culture can be detrimental to employee well-being and the company’s reputation.
- Integrating culture and strategy: The best approach is to align culture with strategy. Leaders should articulate a clear vision and foster a culture that supports the strategic objectives, ensuring that the two are mutually reinforcing.
- Leadership’s role: Leadership is key in shaping and maintaining an organisational culture. Leaders must model the values and behaviours they wish to see and ensure that policies and practices reinforce the desired culture.
Conclusion
While strategy outlines the ‘what’ and ‘how’ of business objectives, culture is the bedrock that determines the effectiveness of any strategic plan. A strong, adaptive culture is a critical component of long-term organisational success. Just like strategy, culture should not be static. It’s important to regularly assess and evolve the culture to meet changing organisational needs and external environments.
Organisations must foster a culture of open communication and respect, where employees feel safe to voice their concerns. Training programmes on recognising and addressing toxic behaviours, along with clear policies and consequences, are crucial. Regular team-building activities and anonymous feedback systems can also help in identifying and mitigating issues before they escalate.
Addressing the issue of ‘snakes in suits’ is not just a matter of policy; it’s about cultivating a culture of transparency, respect and mutual support. It’s a call to action for both leaders and employees to create a workplace environment where success is built on collaboration, not on the undermining of colleagues.
In summary, while strategy, rewards and punishments are essential for setting goals and direction for achieving mutually beneficial corporate relationships and co-existence, a supportive and adaptive culture is crucial for the successful implementation of those strategies, leading to sustained organisational growth and success.
(The Researcher could not estimate and account for the cost in the Ghanaian economy due to data collection variances in the study period).
Disclaimer: All quotes, extracts and excerpts are duly acknowledged.
