The hidden costs of toxic handling

In every organisation, there are unsung heroes—those who quietly absorb the emotional turmoil of their colleagues, keeping the workplace functioning smoothly. These individuals, known as ‘toxic handlers’, often take on the role of mediators, diffusing tensions and maintaining harmony. However, while their efforts are vital, they come at a steep personal cost.

Driven by empathy and a sense of duty, toxic handlers voluntarily shoulder the emotional burdens of their peers. “Being typically highly-empathetic individuals, toxic handlers voluntarily take on this role because they understand the impact that toxicity can have on their peers,” explains Ravi Kumar, chief people officer, Page Industries. But this role, which involves absorbing negativity and frustrations, can severely impact their own well-being.

The emotional toll on toxic handlers is substantial. They often experience heightened levels of stress, anxiety, and even burnout as they navigate their colleagues’ emotional landscapes. This can lead to a deterioration in their mental and physical health, ultimately affecting their ability to perform effectively.

“Being typically highly-empathetic individuals, toxic handlers voluntarily take on this role because they understand the impact that toxicity can have on their peers.”

Ravi Kumar, chief people officer, Page Industries

Beyond the personal stress, the role of a toxic handler carries additional risks within the organisation. As Manish Majumdar, head HR, Centum Electronics, notes, “When the company’s focus is solely on revenue, and there’s little support for resolving the underlying issues of bad people management, the toxic handlers may feel like they are fighting a losing battle.” This disconnect between their efforts and the company’s priorities can lead to frustration and burnout.

“When the company’s focus is solely on revenue, and there’s little support for resolving the underlying issues of bad people management, the toxic handlers may feel like they are fighting a losing battle.”

Manish Majumdar, head HR, Centum Electronics

The over-reliance on toxic handlers has broader implications for the workplace. “When these key players are overburdened, the ripple effect can permeate the entire work environment,” cautions Deepti Mehta, chief HR officer, Interface Microsystems. The stress they absorb doesn’t vanish; instead, it can spread, creating a toxic atmosphere that stifles productivity and innovation.

In one case, Mehta recalls how pressure on cross-functional teams escalated to the point where the company had to create a war room. “This space brought together members from all relevant departments—software, supply chain, finance, and production—who worked around the clock, sometimes for days on end, to meet an urgent deadline. While this approach temporarily addressed the immediate challenges, it starkly highlighted the extreme conditions under which these employees, especially toxic handlers, were operating.”

Without proper support, toxic handlers are often left to manage these challenges alone, risking burnout and disillusionment. They may begin to question their role and purpose, wondering why they continue to bear the emotional burden when their efforts seem to go unnoticed.

“When these key players are overburdened, the ripple effect can permeate the entire work environment.”

Deepti Mehta, chief HR officer, Interface Microsystems

Organisations must acknowledge the crucial role toxic handlers play and offer them the support they need. “Listening to and reacting to such situations requires a certain skill set,” says Kumar. Companies should equip toxic handlers with coaching and listening skills and the ability to communicate effectively on behalf of the organisation.

With the right training and support, toxic handlers can become invaluable in helping HR teams address workplace toxicity. “It’s essential for organisations to decide what their guiding principles are—whether it’s revenue, employee welfare, or creating a positive work environment,” advises Majumdar. Clear principles enable companies to provide the necessary support to toxic handlers.

Mehta also stresses the importance of providing resources such as mental health services, stress-management training, and regular check-ins with HR or leadership. Promoting a culture of work-life balance is critical in preventing burnout.

Majumdar suggests that organisations may benefit from appointing specialised roles, such as a “listening officer” or an external counsellor, to manage these issues. This would distribute the responsibility, reducing the strain on any single individual.

The role of a toxic handler is one of the most challenging and underappreciated in the workplace. By recognising the importance of this role and offering the necessary support, organisations can help toxic handlers manage their responsibilities more effectively, creating a healthier, more positive work environment for all.