In the pursuit of a thriving workplace culture, executive leaders must be vigilant against destructive dynamics, including the insidious phenomenon of gaslighting. Recognizing and halting gaslighting is not only essential for the well-being of individuals but also pivotal for maintaining a healthy and productive work environment.
This is the fourth post in a new Blog series focused on executive skills needed to build and maintain healthy organizational cultures.
Understanding Gaslighting: Gaslighting is a form of psychological manipulation that seeks to make individuals doubt their perceptions, memories, and reality. In the workplace, it can manifest as subtle undermining, belittling, or even denial of certain events to create confusion and self-doubt among employees.
The Impact on Individuals: The effects of gaslighting on mental health cannot be overstated. Dr. Stephanie Sarkis, a renowned therapist and author, aptly describes its impact, stating, "Gaslighting is a form of emotional abuse that makes you doubt your sanity." This erosion of confidence can lead to anxiety, depression, and decreased overall well-being among employees (Sarkis, 2018).
Leadership's Role: As executive leaders, fostering a workplace free from gaslighting is a responsibility that goes beyond operational success. Dr. Robin Stern, a recognized authority on gaslighting, emphasizes the importance of leaders in setting the tone for a healthy work environment. "Leaders who demonstrate empathy, transparency, and accountability create a culture where gaslighting struggles to take root," says Dr. Stern (Stern, 2019).
Recognizing Gaslighting Behaviors: To address gaslighting, leaders must first recognize its subtle signs. This includes instances where team members are dismissed, their achievements downplayed, or their concerns invalidated. Dr. George Simon, a clinical psychologist, notes, "Gaslighters use tactics to control and manipulate, fostering a climate of confusion and self-doubt" (Simon, 2018).
Creating a Safe Environment: Leadership should prioritize creating a workplace where open communication is valued, and employees feel safe expressing their concerns. Dr. Sarkis highlights the importance of fostering a culture where "people feel they can speak up without fear of retaliation or gaslighting" (Sarkis, 2018).
Addressing Gaslighting Head-On: When gaslighting is identified, leaders must address it directly. Dr. Stern advocates for clear communication, stating, "Leaders should address the behavior, provide support to those affected, and communicate that gaslighting will not be tolerated in the workplace" (Stern, 2019).
So how dow you recognize a gaslighter?
Research on gaslighting has identified several common characteristics of individuals who engage in gaslighting behaviors. While it's important to note that these characteristics may not be present in every gaslighter, they provide insights into the typical traits associated with this form of manipulation:
Manipulative and Controlling: Gaslighters often display manipulative tendencies, seeking to control the thoughts, feelings, and actions of those around them. They may employ subtle tactics to gain influence and power over others.
Charming and Persuasive: Gaslighters can be charismatic and persuasive, using their charm to disarm potential suspicions and create a facade of amiability. This charm may be part of their strategy to gain trust and control.
Narcissistic Traits: Gaslighters may exhibit narcissistic traits, such as a strong need for admiration, a sense of entitlement, and a lack of empathy. Their focus on self-importance can lead to manipulative behavior to maintain their desired image.
Denial and Deflection: Gaslighters commonly deny their actions and deflect blame onto others. When confronted with their behavior, they may downplay or dismiss concerns, making it challenging for victims to address the gaslighting.
Projection of Insecurities: Gaslighters often project their own insecurities onto others. They may accuse others of behavior they are guilty of, creating confusion and shifting the focus away from their own actions.
Isolation Tactics: Gaslighters may employ strategies to isolate their targets, cutting them off from external support systems. This isolation makes the victim more susceptible to manipulation and control.
Selective Memory and Withholding Information: Gaslighters may selectively remember or forget events to suit their narrative. They may also withhold information, creating a distorted version of reality that aligns with their objectives.
Undermining Confidence: Gaslighters aim to undermine the confidence and self-esteem of their targets. They may criticize, belittle, or question the competence of the victim, creating self-doubt and dependency on the gaslighter for validation.
Recognizing and stopping gaslighting in the workplace is not just a matter of interpersonal dynamics; it is fundamental to organizational health. By understanding how to recognize and respond to gaslighting in the workplace, we underscore the gravity of the issue and the imperative for leaders to actively cultivate a workplace where gaslighting has no place. In my next blog post in this series, I will focus on ways to effectively respond to gaslighting in the workplace.
References:
Sarkis, S. (2018). Gaslighting: Recognize Manipulative and Emotionally Abusive People - and Break Free. Hachette Books.
Stern, R. (2019). The Gaslight Effect: How to Spot and Survive the Hidden Manipulation Others Use to Control Your Life. Harmony.
Simon, G. K. (2018). In Sheep's Clothing: Understanding and Dealing with Manipulative People. Parkhurst Brothers, Incorporated.
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