{"id":7066457,"date":"2026-09-25T08:49:30","date_gmt":"2026-09-25T08:49:30","guid":{"rendered":"https:\/\/peraltafinancing.com\/uncategorized\/assuming-a-leader-role-after-a-toxic-predecessor\/"},"modified":"2026-09-25T08:49:30","modified_gmt":"2026-09-25T08:49:30","slug":"assuming-a-leader-role-after-a-toxic-predecessor","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=7066457","title":{"rendered":"Assuming a Leader Role after a Toxic Predecessor"},"content":{"rendered":"<p> <br \/>\n<\/p>\n<div id=\"\">\n<p class=\"entry-meta\"><time class=\"entry-time\">September 24, 2026<\/time> by <span class=\"entry-author\"><a href=\"https:\/\/emergingrnleader.com\/author\/rose\/\" class=\"entry-author-link\" rel=\"author\"><span class=\"entry-author-name\">rose<\/span><\/a><\/span>  <\/p>\n<\/div>\n<div>\n<p>By Rose O. Sherman, EdD, RN, NEA-BC, FAAN<\/p>\n<p style=\"text-align: center;\"><a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2026\/09\/New-Manager-after-Toxic-Leader.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-18350\" src=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2026\/09\/New-Manager-after-Toxic-Leader-300x200.png\" alt=\"\" width=\"413\" height=\"275\" srcset=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2026\/09\/New-Manager-after-Toxic-Leader-300x200.png 300w, https:\/\/emergingrnleader.com\/wp-content\/uploads\/2026\/09\/New-Manager-after-Toxic-Leader-1024x683.png 1024w, https:\/\/emergingrnleader.com\/wp-content\/uploads\/2026\/09\/New-Manager-after-Toxic-Leader-768x512.png 768w, https:\/\/emergingrnleader.com\/wp-content\/uploads\/2026\/09\/New-Manager-after-Toxic-Leader.png 1536w\" sizes=\"auto, (max-width: 413px) 100vw, 413px\"\/><\/a><\/p>\n<p>Few leadership situations are more challenging than assuming a leadership role after a unit\/department\/service has endured years of toxic leadership. Stepping into leadership after a toxic predecessor means inheriting a team operating in survival mode. The primary challenge is not operational efficiency; it is institutional trauma, guarded communication, and deep skepticism. Depending on how long they served in the role, the toxic leader may have had years to recruit team members who fit their culture. Consider the following story a nurse manager shared with me:<\/p>\n<p><em>I just accepted the Nurse Manager role on 4-East, a 36-bed progressive care unit with a 38% annual turnover rate and the lowest staff satisfaction scores in the hospital. The hospital had hired a new CNO who really wanted to rebuild the culture, and she seemed to zero in on this unit. She asked the previous manager to step down and accept reassignment to another unit. The manager resigned instead and is in contact with the staff on social media. I knew it would be challenging, but it is so much more challenging than I ever thought. She was very autocratic in her approach, clearly demonstrated favoritism, and punished those who disagreed with her. The staff is like abused children. They don\u2019t trust me, each other, or any leaders in this organization. I was shocked by how guarded they were during my first 1:1 meetings. When I ask for ideas for change, I am met with silence. I am really afraid to onboard new staff until I can shift this dynamic. I just started \u2013 what should I do next?<\/em><\/p>\n<p>I recommended that the manager do a lot of observation over the next few weeks of staff verbal and non-verbal behaviors and ask herself the following questions:<\/p>\n<ul>\n<li>\n<p data-path-to-node=\"0,0,0\">What silent coping mechanisms has your team developed, and are you mistaking their self-preservation for disengagement or resistance?<\/p>\n<\/li>\n<li>\n<p data-path-to-node=\"0,1,0\">When a team member brings you bad news or an operational failure, what does your immediate reaction signal about whether it is truly safe to tell the truth?<\/p>\n<\/li>\n<li>\n<p data-path-to-node=\"0,2,0\">In what subtle ways are you asking for trust prematurely, rather than allowing your consistency over time to earn it?<\/p>\n<\/li>\n<li>\n<p data-path-to-node=\"0,3,0\">Are there inherited \u201cin-groups\u201d or unspoken backchannels on your unit that need to be dismantled in favor of transparent, objective systems?<\/p>\n<\/li>\n<li>\n<p data-path-to-node=\"0,4,0\">What is one small, lingering frustration your team has given up asking to be fixed\u2014and what would it signal if you quietly resolved it this week?<\/p>\n<\/li>\n<\/ul>\n<p>As we talked, I pointed out to her that the toxic culture she observed had not happened overnight, and repairing it would take time and intentionality. We talked about some key steps to take right away, which included:<\/p>\n<ul>\n<li><strong>Acknowledge the past but don\u2019t vilify the previous manager \u2013 <\/strong>Don\u2019t participate in gossip, but don\u2019t pretend the past didn\u2019t happen. She could say to her team, \u201c<em>I recognize trust has been damaged here. You don\u2019t owe me your blind faith; my job is to earn it through consistent actions over time.\u201d<\/em><\/li>\n<li><strong>Build a foundation of psychological safety before initiating any change \u2013<\/strong> Institute a \u201cjust culture\u201d approach to errors. If a process breaks or a mistake occurs, focus exclusively on the workflow breakdown rather than personal fault. Reward the reporting of near-misses publicly. When staff speak up, thank them for their ideas and ask others to add to the discussion. The team will watch carefully to see how the new manager handles dissent.<\/li>\n<li><strong>Dismantle the \u201cIn-Group\u201d and\u00a0<\/strong><strong>share information transparently with everyone \u2013\u00a0<\/strong>Toxic leaders often exercise control by\u00a0sharing information with a limited group of staff and demonstrating favoritism. Move scheduling, committee assignments, and project opportunities to transparent, objective criteria. Communicate critical updates via open forums or clear written memos, so no backchannel exists.<\/li>\n<li><strong>Underpromise and overdeliver \u2013 <\/strong>Teams burned by erratic leadership watch body language, reaction to bad news, and whether commitments are kept<strong>. <\/strong>Handle the concrete frustrations first (e.g., fixing broken equipment, resolving supply stockouts). Quick, tangible operational wins prove advocacy long before grand cultural statements do.<\/li>\n<\/ul>\n<p>Above all, she needs to be patient. Trust builds over time, and in this case the trust battery was badly depleted. She should also expect some resignations \u2013 those who benefited from the favoritism of the prior leader (no matter how toxic they were)\u00a0 may be unhappy in the new culture. I assured her that she could do this. But it won\u2019t happen overnight. Culture change takes time, and leaders need to work at it.<\/p>\n<div>\n<p><strong>\u00a9\u00a0<\/strong><strong>emergingrnleader.com 2026<\/strong><\/p>\n<\/div>\n<div>\n<p data-path-to-node=\"11\">To effectively lead through these challenges and others, nurse leaders need new tools and strategies. Let me help you as I have helped hundreds of organizations over the past five years.\u00a0 Please contact me at roseosherman@outlook.com to book a workshop or keynote for your team. Not seeing what you want on this list? Feel free to reach out, and I am happy to design a custom program to meet your needs.<\/p>\n<p><strong>Brand New For 2026 and Already Receiving Rave Reviews \u2013\u00a0\u00a0<a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2025\/12\/Staying-Power.pdf\">Staying Power:<\/a>\u00a0Building a Culture of Retention in the New World of Work<\/strong><\/p>\n<p><strong>Brand New for 2026 and Already Popular \u2013 The Inverted Pyramid: Leading Teams of Novice Nurses\u00a0\u00a0<a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2026\/02\/The-Inverted-Pyramid-WS-Information-Sheet.pdf\">The Inverted Pyramid WS Information Sheet<\/a><\/strong><\/p>\n<p><strong>Our Most Popular Right Now \u2013<\/strong><strong><a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2023\/11\/The-New-World-of-Work-Workshop.pdf\">The New World of Work Workshop<\/a><\/strong><\/p>\n<p><strong>A Leader Favorite \u2013 Building Bridges Not Walls: Leading Multigenerational Work Teams<\/strong>\u00a0\u2013 Click Here for More Information\u00a0\u00a0\u00a0<a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2024\/12\/Building-Bridges-Not-Walls.pdf\">Building Bridges Not Walls<\/a><\/p>\n<p><strong>A Must-Read Book in 2026 \u2013\u00a0<a href=\"https:\/\/www.amazon.com\/Nursing-Leadership-New-World-Work\/dp\/1732912734\/ref=sr_1_1?crid=3EIQ8LWOM9VDJ&amp;dib=eyJ2IjoiMSJ9.kFXT4QMAWkYgfGSWd1e18gHo4s9cIZH5U2CirfFEc4L9blJliZOdXEr25mAm5nrBwY-rWQ5VwwXVyfWZKburLY5Pe6zMdXEY_mza81JKE3FCV9oV3bhZnX6UB5r6Ol8JMOkvALk_IG34ZFCUdIdYoEBLk49x841xqqjkMeWJoio.7tSMd-ky_zbRpMkznFsBrkOsndNGHKlfyI5q8je1hnI&amp;dib_tag=se&amp;keywords=rose+o+sherman&amp;qid=1741286960&amp;sprefix=%2Caps%2C117&amp;sr=8-1\">Click Here to Buy<\/a><\/strong><\/p>\n<div id=\"model-response-message-contentr_e6a7313ff836ce21\" class=\"markdown markdown-main-panel tutor-markdown-rendering stronger enable-updated-hr-color preserve-whitespaces-in-response\" dir=\"ltr\" aria-live=\"polite\" aria-busy=\"false\">\n<div>\n<div id=\"model-response-message-contentr_e6a7313ff836ce21\" class=\"markdown markdown-main-panel tutor-markdown-rendering stronger enable-updated-hr-color preserve-whitespaces-in-response\" dir=\"ltr\" aria-live=\"polite\" aria-busy=\"false\"><img loading=\"lazy\" decoding=\"async\" class=\"\" src=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2024\/12\/NursingLeadership3DCover-Smaller.png\" alt=\"What's Trending Now for Nurse Leaders - Emerging Nurse Leader\" width=\"83\" height=\"131\"\/><\/div>\n<\/div>\n<\/div>\n<\/div>\n<p>\u00a0<\/p>\n<p><!--<rdf:RDF xmlns:rdf=\"http:\/\/www.w3.org\/1999\/02\/22-rdf-syntax-ns#\"\n\t\t\txmlns:dc=\"http:\/\/purl.org\/dc\/elements\/1.1\/\"\n\t\t\txmlns:trackback=\"http:\/\/madskills.com\/public\/xml\/rss\/module\/trackback\/\">\n\t\t<rdf:Description rdf:about=\"https:\/\/emergingrnleader.com\/assuming-a-leader-role-after-a-toxic-predecessor\/\"\n    dc:identifier=\"https:\/\/emergingrnleader.com\/assuming-a-leader-role-after-a-toxic-predecessor\/\"\n    dc:title=\"Assuming a Leader Role after a Toxic Predecessor\"\n    trackback:ping=\"https:\/\/emergingrnleader.com\/assuming-a-leader-role-after-a-toxic-predecessor\/trackback\/\" \/>\n<\/rdf:RDF>-->\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"<p>September 24, 2026 by rose By Rose O. Sherman, EdD, RN, NEA-BC, FAAN Few leadership situations are more challenging than assuming a leadership role after a unit\/department\/service has endured years of toxic leadership. Stepping into leadership after a toxic predecessor means inheriting a team operating in survival mode. The primary challenge is not operational efficiency; [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":7066458,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12119,172399,99432],"tags":[152104,17672,77237,1644,3527],"dealstore":[],"offerexpiration":[],"class_list":["post-7066457","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-communication","category-conflict-management","category-leading-others","tag-assuming","tag-leader","tag-predecessor","tag-role","tag-toxic"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Assuming a Leader Role after a Toxic Predecessor - Som2ny Network<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fivemor.com\/?p=7066457\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Assuming a Leader Role after a Toxic Predecessor - Som2ny Network\" \/>\n<meta property=\"og:description\" content=\"September 24, 2026 by rose By Rose O. Sherman, EdD, RN, NEA-BC, FAAN Few leadership situations are more challenging than assuming a leadership role after a unit\/department\/service has endured years of toxic leadership. Stepping into leadership after a toxic predecessor means inheriting a team operating in survival mode. 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Sherman, EdD, RN, NEA-BC, FAAN Few leadership situations are more challenging than assuming a leadership role after a unit\/department\/service has endured years of toxic leadership. Stepping into leadership after a toxic predecessor means inheriting a team operating in survival mode. 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