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Mental health in the workplace is more important than ever. The feelings coming up in offices these days often feel overwhelming and so many different things are triggering, especially in a big city environment like New York.

We spoke to an expert on how to relieve the feeling of anxiety this is coming up for so many this year. People in leadership roles with a maladaptive approach can be a driving force of this toxicity, leading to high turnover and rampant job dissatisfaction for the people who do stay. It is clear that honest conversations are required to help leaders take responsibility for their role in creating a workplace culture that fosters retention.

As employees continue to walk away from environments that foster toxicity, leaders struggle with how to create more positive work environments and still maintain target productivity levels.

Laurie Cure, Ph.D., of Innovative Connections, sees a shift coming in the workplace as leaders come to understand that they must address toxic environments to lead effectively and thrive.

We spoke to her and her guidance brought on a feeling of realistic control. “Leaders need to understand what makes employees equate their workplace not with opportunity, but with harm,” says Cure.

Toxity in the workplace can take on many forms, including bullying, ineffective leadership, unresolved conflicts, and unrelenting stress. “Leaders often underestimate the erosion that a toxic workplace can cause,” says Cure. “The most common challenges can come from culture. When a workplace is full of mistrust, inequity, or a lack of psychological safety, the costs can be astronomical.”

High turnover does not just result in lost productivity and revenue; it can color the entire reputation of an organization. Today’s job seekers are competing in a dynamic business landscape and have more options than ever before with the rise of remote and hybrid work options and entrepreneurial pursuits. If an organization gains a reputation for being a toxic place to work, it may struggle to stay afloat as job seekers choose not to consider it a viable employment option.

Conventional wisdom has told us that high pay and great benefits keep employees happy and engaged. However, a new reality is emerging. While attractive salaries may draw employees to an organization, healthy cultures make them stay.

“Leaders can miss the bigger picture when they believe turnover is simply tied to compensation,” explains Cure. “Today, people want meaningful work, transparent communication, psychologically safe spaces, supportive leadership, and environments where they feel heard, connected, and respected.

For many employees, no amount of money is worth the overwhelming toxicity that permeates their lives in and outside of work. Modern employees are increasingly placing priority on their own well-being and inclusivity in the workplace.

Toxic environments do not just occur in a vacuum; they can germinate from ineffective, selfish leadership behaviors, outdated processes, and systemic neglect. Leaders who avoid accountability or fail to address festering issues within their teams model unhealthy practices that send the message that toxicity is a way of life for the organization and is expected.

“Leadership problems are not just about handling conflict or making hard and fast decisions; they are about showing up in daily interactions,” says Cure. Leaders who listen, foster trust, and exhibit subtle cues that shape a healthy culture contribute to a better overall work environment that helps retention and job satisfaction.

When toxic leadership is allowed to go unchecked, it can lead to high stress, rising absenteeism, and, eventually, the loss of top performers.

So, how do leaders avoid toxicity and build work environments that compel people to stay? For Cure, it all starts with recognizing that the overall rejection of toxic workplaces is not just a Gen Z trend; it’s a permanent shift in workplace dynamics. “The harm of toxic workplaces cannot be ignored, but leaders can prevent them or undo damage with intentional practices that strengthen trust and unity,” she shares.

Leaders need to start with accountability and transparency. Employees want leaders who are consistent and keep their word. “Transparency breeds trust,” says Cure.

Employers must also be self-aware and model the behaviors they hope to see in employees, such as empathy, conflict resolution, and emotional regulation. Leaders should also model behavior of self-care, work-life balance, and a respect for stress and burnout reduction.

Employees should also feel empowered within their roles and with their teams, feeling free to speak freely without fear of retribution. They should also feel that there are options for growth in their roles and get the sense that their leaders have a commitment to them that extends beyond simple productivity measures.

The workplace has changed, and while toxicity is not always loud, it is always damaging. Leaders facing the challenge to retain team members who are satisfied with their jobs need to spend time fostering healthy, supportive work environments that avoid the trappings of toxicity that have crumbled some organizations from the inside out.

Today, the common challenges faced are clear: attract top talent with opportunity, build employee engagement, and create an environment where people continue to thrive and find opportunities for growth.

Thank you Laurie for your wonderful advice. It is meaningful and appreciated.

Cover art by  Vitaly Gariev on Unsplash