In my first leadership role as a parts supervisor I faced a difficult challenge of low employee engagement in a toxic culture. The culture was self-serving, morale low, and employee satisfaction and productivity suffered. Our leadership team was determined to improve our circumstances. First, we recognized the importance of trust. We initiated open communication, fostering an environment where employees felt heard and valued. Regular team meetings became a platform for open discussions, allowing grievances to be aired and addressed promptly. This laid the foundation for a culture of trust and collaboration. Identifying toxic employees within the team was our next crucial step. We swiftly removed individuals who spread negativity and hindered teamwork. This process was tough, but it created space for high performing employees to thrive. Those who bought in to the changes in culture felt a collective sense of relief and empowerment. Empowering our team was pivotal in reigniting their passion for the work. We implemented training and recognition programs that enhanced and highlighted individual skills. This not only boosted confidence but also increased overall efficiency. Employees began to take ownership of their roles, leading to a more motivated and engaged workforce. We continued to improve the culture through