Download the article here: https://trustcultures.com/strategic-survival-guide-for-hrs-dealing-with-a-toxic-ceo-6/
By Kristina Dimanovska – Organizational Psychologist, Executive Coach, Erickson Solution-Focused Coach, High-Performing Team Coach, Clinical Therapist, NLP Master Practitioner
This advanced guide merges psychological insight with real-world tactics. Designed for HR professionals navigating toxic executive environments, it provides you with deep understanding and high-impact tools.
1. Understanding the Toxic CEO: Behaviors, Beliefs, and Drivers
A. Observable Behaviors
– Micromanagement to maintain control over people and outcomes.
– Emotional volatility, often using anger or coldness to dominate.
– Public shaming or sarcasm used to assert superiority.
– Undermining others’ initiatives unless they originate the idea.
– Encouraging internal rivalry to divide and rule.
B. Core Beliefs & Values (with real impact)
– Belief: ‘Control equals power.’ → Refuses to delegate or empower others.
– Belief: ‘Vulnerability is weakness.’ → Rejects feedback, even when constructive.
– Belief: ‘Loyalty is more important than competence.’ → Keeps unqualified allies and punishes challengers.
– Belief: ‘Success must be visible and attributed to me.’ → Manipulates metrics and monopolizes recognition.
C. Deep-Seated Fears (decoded + illustrated)
– Fear of irrelevance → Constantly seeks visibility and centrality in decisions.
– Fear of exposure → Aggressively defends ego, even at the cost of truth.
– Discomfort with ambiguity → Micromanages to soothe their inner chaos.
– Inability to trust → Isolates themselves and creates a ‘me vs. them’ leadership stance.
D. Hidden Needs Behind the Mask (and how they show up)
– Need for validation → Demands credit even for others’ contributions.
– Need for psychological safety → Controls everything to feel secure.
– Need to feel superior → Constantly compares and diminishes others subtly.
– Need for control → Blocks change initiatives unless tightly framed around their narrative.
2. Strategic Toolbox for HR: Influence, Protection, and Subtle Transformation
Below are layered tactics: what to do, why it works, and how to apply it with subtle authority.
A. Direct Interaction with the CEO
– Use neutral, non-threatening language.
e.g. Instead of ‘That’s a problem’, try: “What has worked well in the past we could expand on?”
– Mirror their ego while guiding toward insight.
e.g. “I can see your high standards here—what would excellence look like from the team’s side?”
– Anchor in business logic, not emotion.
e.g. “This misalignment is impacting strategic execution—shall we explore mitigation?”
B. Cultural Influence from the Side
– Empower mid-level leaders with visible micro-wins.
– Create informal peer learning groups around ‘what works here’.
– Use pilots to introduce better models subtly.
e.g. Introduce a feedback tool in one department, then present results in metrics.
– Document culture shifts in a business case format.
C. Psychological Resilience & Inner Clarity
– Detach from the CEO’s emotional tone—don’t mirror their volatility.
– Use daily reset practices (journaling, mindfulness, re-grounding walks).
– Anchor yourself in your core leadership values.
e.g. If ‘dignity’ is a value, choose words that protect others in every situation.
– Affirm your long-term professional vision during moments of chaos.
e.g. ‘I’m building a reputation as a strategic HR leader regardless of temporary noise.’
D. High-Impact Language & Framing Tools
– Solution-Focused Questions:
• ‘What would be the first small sign that this is improving?’
• ‘What has worked before—even a little?’
– Ericksonian Language:
• Metaphor: ‘Every crew hits storms. What matters is how we steer.’
• Embedded command: ‘When you refocus the team, clarity tends to follow.’
E. Subtle Change Levers (Positive Influence Over Time)
– Facilitate positive reflection moments.
e.g. ‘Would it be useful to explore how other high-impact CEOs align teams quickly?’
– Use inspiring, non-threatening stories.
e.g. Share anonymized examples of successful leadership evolution in similar contexts.
– Introduce small changes framed as upgrades.
e.g. ‘This tool helped another leadership team gain clarity on priorities in 30 minutes.’
– Build internal momentum before formal change. Align informal leadership around positive practices and track early results visibly.
F. Strategic Exit Plan (Empowerment, Not Escape)
Having an exit strategy doesn’t mean leaving. It means restoring your power to choose. A well-prepared Plan B increases confidence and peace of mind.
– Update your resume, LinkedIn, and reference list.
– Identify roles or industries aligned with your values and skillset.
– Set a personal check-in milestone (e.g. every 3 or 6 months) to reassess alignment.
– Explore your market value quietly and strategically.
– Remember: clarity about your options gives you calm presence in every meeting.