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What Went Wrong? A Case Study in Employee-Manager Miscommunication

In this video, Employment Partner Dipti Shah examines a real-life breakdown in the employee-manager relationship, through a WhatsApp thread. With over 25 years of experience advising both businesses and individuals, Dipti has seen how common oversights such as insufficient training and inadequate support for managers, can escalate into avoidable conflict. In this case study, she dissects what went wrong at each stage of a workplace conversation and outlines what should have happened to preserve a productive and respectful working relationship.

The Retention Crisis

In the UK, nearly one in four workers is planning to quit in 2025. Staff retention is becoming an increasingly urgent issue, with workplace trends like “Revenge Quitting” and “Quiet Quitting” taking their toll on morale and continuity. The financial impact is significant: the average cost of turnover for an employee earning £25,000 or more £30,614, according to Oxford Economics. Poor management plays a central role in this trend. When employees have both a great manager and a great leader, their commitment to stay rises to 94%. But that figure drops sharply, to 35%, with a good manager and poor leader, and to just 19% when both leadership and management are lacking.

Case Study: What Went Wrong?

In the featured case study, a manager asked an employee to reschedule their annual leave at the last minute to attend a client meeting. The employee offered a compromise by suggesting they dial in remotely during their holiday, but the manager deemed this insufficient. What followed was a prolonged back-and-forth, culminating in the manager threatening repercussions for the employee’s career. This situation underscores the pressures that managers themselves face, but also highlights the importance of managing client expectations and ensuring clear communication throughout all levels of the business. Without proper guidance, even well-meaning managers can make decisions that damage trust and morale.

Key Takeaways

Managers need just as much support as the teams they lead. To prevent breakdowns like this one, it is essential that newly promoted managers receive thorough training, both on the responsibilities of their new role and on how company policies should inform their management style. Employees are entitled to disconnect during their annual leave, and penalising them for exercising this right is unacceptable. Ultimately, a well-supported manager is far more likely to foster a positive, engaged, and committed team.

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Managing Toxic Behaviour in the Workplace

Toxic employees in the workplace present a unique threat to businesses. Their behaviour pervades team dynamics, undermines the authority of managers, the efficiency of business operations and the wellbeing of fellow employees.

Identifying Common Types of Toxic Behaviour

Three common types of toxic behaviour include:

• The Complainer: This employee looks to find fault in almost every situation, spreads their negative energy amongst the team and dampens team morale.
• The Narcissist: This employee has an inflated sense of self-importance, they are overconfident, lack empathy and never take accountability or responsibility often deflecting from their own underperformance by pointing out other people’s mistakes.
• The Aggravator: This type of employee belittles, humiliates and insults others. They have a tendency to spread misinformation, gaslight and manipulate others. They may exclude people from meetings and projects under the guise of professionalism and their behaviour is often targeted towards a specific or small number of individuals.

The Consequences of Inaction

When managers fail to address such conduct swiftly and visibly, they risk appearing ineffective or inconsistent, further encouraging disruptive behaviour and disempowering those in leadership roles.

The Cultural Impact of Toxicity

Toxic behaviour is also a cultural contaminant as it spreads silently through gossip, cliques, and negativity, derailing strategic priorities. Collaboration between individuals and teams suffers over time, high-performing employees may disengage or exit altogether, leaving a vacuum filled with underperformance.

Preserving Trust and Confidence

In every employment relationship, there is an implied duty of ‘mutual trust and confidence.’ When there is a lack of early management intervention to tackle disruptive behaviour, employees may feel frustration and resentment resulting in disengagement or even resignation (which may itself, give rise to a claim of constructive dismissal).

Health, Wellbeing, and Legal Risks

A failure to tackle toxic behaviour could also amount to co-workers suffering heightened stress and anxiety leading to persistent or long-term sickness absences which could amount to a breach of the duty to provide a safe working environment.

As uncomfortable as it might be, employers must act swiftly to tackle disruptive behaviour remembering to follow the ACAS code of practice, acting consistently and proportionately in each case.

Considering Mental Health and Reasonable Adjustments

Where a mental health condition or disability may be a factor in the employee’s behaviour, reasonable adjustments must be considered. However, persistent inappropriate behaviour may justify formal warnings or dismissal if it undermined organisational harmony.

Why Early Intervention Matters

Toxic behaviour erodes more than morale – it compromises authority, productivity and the retention of valuable employees. Early management of such behaviour is essential to maintain a happy and productive workforce.

This article was published in the July/August 2025 edition of London Business Matters.

Please get in touch with our Employment team via the form below.

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Selling Smarter: Conveyancing Tips for a Smoother Property Sale

The process of selling your home can be stressful, but with the right approach, it does not have to be. From gaining a good understanding of what to expect to preparing key documents early, these conveyancing tips will help streamline the process, avoid delays and ensure a smoother, more efficient sale from start to finish.

Understanding the Conveyancing Process

Once you instruct your conveyancer and complete the property information forms, they send a contract pack to the buyer’s conveyancer. For leasehold properties, a management pack is also ordered which contains information on management, fees and obligations.

The buyer’s conveyancer conducts searches, surveys and may raise enquiries. Your conveyancer will help respond to these with your consultation, where appropriate.

Once all enquiries are satisfied, both parties exchange contracts and set a completion date. Exchange makes the sale legally binding.

On completion, the buyer’s conveyancer transfers funds, you vacate the property and then hand over the keys. Any existing mortgage is redeemed, and the sale proceeds are sent to you.

Document Provision and Upfront Information

Providing upfront information to your conveyancer allows them to prepare a comprehensive contract pack, identify potential issues and speed up the process.

Although property owners might not have complete records of their documents, providing as much as possible early on makes your property more appealing to buyers.

We recommend you start compiling your property documents when you list the property, to make things easier once a sale is agreed.

At the outset, you will need to provide your proof of identity and address, onboarding documents, and Land Registry Forms:

• Property Information Form (TA6) – discloses key details about the property.
• Fittings and Contents Form (TA10) – Lists items at the property to be included/excluded in the sale.
• Leasehold Information Form (TA7) – Relevant if the property is leasehold.

You should also consider if the following items are relevant to your sale:

• Your mortgage details, so your conveyancer can arrange repayment on completion.
• Newbuild home warranty (i.e. NHBC, LABC, Premier or other providers).
• Planning Permissions, consents and building regulation certificates – for alterations or major works.
• Gas Safety and Electrical Certificates – If available, especially for recent works.
• Warranties and Guarantees – For windows, boilers, etc.
• Dispute and Insurance Claim details.
• Indemnity policies taken out when you purchased the property.

If requires, complete, sign, and serve the Leaseholder Deed of Certificate promptly, as your landlord has 4 weeks to respond.

Communication with your Conveyancer

Effective communication between you and your conveyancer will ensure the smooth and swift progression of your sale. It also helps your conveyancer manage progress towards known deadlines, keeping all parties aligned.

Agree on the best way to communicate with your conveyancer early on. Email will be the primary form of communication throughout the transaction, but notify them if you wish to use alternatives, when appropriate. For example, the best way to reach you for urgent matters, or perhaps you would like time-sensitive updates via WhatsApp.

Quick, clear contact helps resolve issues faster, reduces stress, and lowers the risk of delays or the sale falling through.

Following these conveyancing tips will help ensure a smooth sale. For more information, please contact our Residential Real Estate team via the form below.

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