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Navigating a toxic environment can be tough. What you need to do is have an exit strategy where you’re setting yourself up for the next move. It’s a red flag for other companies if they see that you’ve only been in the role less than a year. If that’s the case, make the most of it in that year, have great impact to people, processes, and the “product” your team is delivering, despite in a toxic environment, and prepare to find a new place to try out, internal or external to the company, really for your own growth. Toxic environments are hard to change because of the leadership culture in place for a lengthy time, so even if you were to fight it head on, the success rate in righting the ship is low unless you are in that leadership/influential position to do so ex the book “Turn This Ship Around” by David Marquet.
But also, if there’s a problem identifying how well people are performing fairly, maybe there needs to be a leveling guide as to what “needs improvement”, “good”, “excellent”, and “top tier” looks like. Maybe the reason why people are off base is because there’s no actual way to measure. This does generate a ranking system, but nonetheless, it’ll keep everyone off this highly subjective approach to measuring performance and make it more objective. If that doc doesn’t exist, maybe it wouldn’t hurt to help create one. But again, if the environment is that bad, then maybe just focus on an exit strategy.