Let’s cut through the corporate doublespeak and address the elephant in the room: many of these former HR professionals didn’t just passively exist in toxic work environments—they actively cultivated them. They were the architects of the very systems that they now criticize, creating and enforcing policies that prioritized the company’s bottom line over the well-being of its employees.
These professionals were often complicit in creating cultures of fear and compliance, where employees were discouraged from speaking out against injustices for fear of retaliation. They implemented performance review systems that pitted employees against each other, fostering a cutthroat environment where only the most ruthless could thrive. They were the gatekeepers of information, selectively sharing or withholding it to maintain power dynamics that kept workers in the dark and management in control.
Moreover, they played a crucial role in perpetuating systemic inequalities within the workplace. They often turned a blind eye to discriminatory practices, whether it was in hiring, promotions, or pay equity. When complaints of harassment or discrimination were brought to their attention, they were frequently more concerned with protecting the company’s reputation than addressing the victim’s grievances. In some cases, they were even complicit in silencing victims through non-disclosure agreements and other legal maneuvers.
In their new roles as leadership coaches, these former HR professionals conveniently gloss over their complicity in these toxic practices. They offer platitudes about empathy and inclusivity without acknowledging their own failures to embody these values when they had the power to make a difference. It’s a classic case of trying to erase one’s problematic past by repackaging it as expertise.
This is not to say that people can’t change or learn from their mistakes. However, genuine transformation requires a deep, introspective examination of one’s actions and their impacts. It requires a willingness to confront uncomfortable truths and make amends where possible. Unfortunately, many of these self-proclaimed leadership gurus seem more interested in profiting from the current cultural zeitgeist than in engaging in any real introspection.
In conclusion, while the shift of former HR professionals to leadership coaching may seem like a positive development at first glance, a closer look reveals a troubling lack of accountability. Their sudden advocacy for better leadership rings hollow when juxtaposed with their history of promoting toxic work environments. True change in corporate culture will require more than just rebranding—it will require a genuine commitment to dismantling the harmful practices that these professionals once upheld.
