In every workplace, there is always a person who seems to have mastered the art of niceness, the one who greets everyone with a warm smile, showers and give compliments at will and ensures that no one feels left out at meetings. At first glance, they appear as the embodiment of what a “good colleague” should be. However, the more you get to know them, the more the cracks begin to show. Their kindness is not genuine, but rather a performance mask to cover up hidden agendas. These “fake nice” colleagues have become an increasingly common presence in offices globally, from multinational corporations in Lagos to startups in New York. Globally, the recognition of this type of toxicity has led to shifts in workplace culture. In many Nigerian workplaces today from banks, government offices, startups, media houses, oil companies, and even schools one character often goes unnoticed until it’s too late: the prevalence of fake nice colleagues.
This is what this article is centered on. Fake nice colleagues are the individuals who smile brightly in meetings, showers others with compliments, remembers birthdays, and appears endlessly supportive, but behind that carefully crafted personality lies duplicity, manipulation, betrayal, self-interest, and sometimes outright sabotage. Most importantly the actions of fake nice colleagues reveal an underlying ulterior motive even though at first hand they appear friendly, supportive, and helpful on the surface. But why is this so prevalent, and how can we manage the impact of this behavior in our daily work lives?
A “fake nice” colleague may act like they have your best interests at heart, but behind closed doors, they undermine, gossip, betray and manipulate situations to their advantage. Their behavior often goes unnoticed at first, as they play the part of a team player, offering help with a friendly demeanor, even going so far as to celebrate your successes publicly. But when the chips are down, and you need them most, they will be conspicuously absent or even take credit for your hard work, with a feigned smile, of course. They often use their charm and kindness to manipulate situations for personal gain. The rise of fake nice colleagues in the workplace has become a significant factor contributing to an increase in cases of betrayals in the workplace. This action can have serious emotional and professional consequences, leaving employees feeling isolated, demoralized, and hesitant to engage in future collaborations. As workplaces become more competitive, this cycle of deceit erodes the integrity of the work environment, making it harder for teams to function effectively and for individuals to maintain a sense of security and mutual respect. Across different regions of the world, the toxic nature of fake niceness can have detrimental effects on workplace productivity and team cohesion. In Africa, where family ties and community are often highly valued, fake nice colleagues can create an atmosphere of distrust. In a place like Lagos, where the corporate scene is rapidly growing, the competition for promotions and recognition is fierce, making it easy for fake nice individuals to thrive while others remain unsuspecting.
From a global perspective, fake nice colleagues are not confined to any one region. In fact, they often appear in various corporate cultures, with different tactics based on the dynamics of the local environment. In corporate environments in Europe or North America, where professional decorum often demands politeness and diplomacy, fake nice colleagues may employ subtle techniques such as insincere compliments or deceitful concern about a colleague’s personal life. They will often offer a helping hand, only to later use that favor to control or manipulate the recipient. The motivation behind their kindness is never rooted in true concern but is always self-serving. So, what can we do to combat the rise of fake nice colleagues in our workplaces, particularly in dynamic and competitive environments like Africa? First, it is essential to foster a culture of transparency and professionalism. Open and honest communication among colleagues can help reduce the space in which fake nice behaviors thrive and also by keeping professional conduct high. Leaders must at all times encourage employees to share concerns and raise issues when they sense manipulation or dishonesty. Furthermore, creating a system of checks and balances within organizations can help prevent the undue influence of those with ulterior motives. Managers should actively listen to their teams and seek regular feedback to ensure that the workplace remains supportive and conducive to genuine collaborations.
On a personal level, important step is for individuals to trust their instincts, if someone’s words and actions consistently do not match, that is a red flag. If you feel drained or confused after interacting with someone who appears friendly, you may be dealing with a fake nice colleague. People should take time to observe behaviors and patterns in their colleagues, especially those who always seem to go out of their way to be “helpful” in the most convenient of moments. Recognizing these signs early on can help mitigate the effects of fake niceness and prevent colleagues from manipulating or exploiting the situation. Finally, it’s crucial to build personal resilience and confidence. A workplace that values integrity and self-worth will naturally be less susceptible to the negative impact of fake nice colleagues.
In conclusion, while diplomacy in the workplace is often a positive, strategic approach to maintain peace, fake nice colleagues can use a similar outward manner to serve personal, often selfish, agendas. The fake nice colleagues’ ability to disguise self-interest under the guise of diplomacy, kindness and friendliness can cause significant disruption in workplace dynamics, leaving others feeling disappointed and suspicious. So as employees, managers, and leaders, it is important to work to foster environments of transparency, honesty, and mutual respect where authenticity is valued over empty gestures of politeness. Through vigilance, open communication, and the promotion of integrity, we can reduce the harmful effects of fake nice behaviors and build more positive, productive workplaces for everyone. For workplace, the solution begins with huge awareness and workers must learn to distinguish genuine kindness from questionable niceness. It is also important to keep records of meetings, agreements, and any conversations where responsibilities are discussed. This can help protect in case someone tries to shift blame or neglect their duties when accountability comes into question. Good luck!
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Dr. Timi Olubiyi is an expert in Entrepreneurship and Business Management, holding a Ph.D. in Business Administration from Babcock University in Nigeria. He is a prolific investment coach, author, columnist, and seasoned scholar. Additionally, he is a Chartered Member of the Chartered Institute for Securities and Investment (CISI) and a registered capital market operator with the Securities and Exchange Commission (SEC). He can be reached through his Twitter handle @drtimiolubiyi and via email at [email protected] for any questions, feedback, or comments. The opinions expressed in this article are solely those of the author, Dr. Timi Olubiyi, and do not necessarily reflect the views of others.
